Most organizations have adopted a multicloud strategy that creates a “mix and match” approach to security. Yet there’s a problem with this reliance on cloud providers. Unlike legacy on-prem solutions that were managed with a common security management solution, the security posture for public clouds varies significantly based on provider. It’s not within the client’s control.
And while many cloud providers claim to be able to manage competitors’ offerings, they provide a mixed bag of capabilities, with the best security being reserved for the cloud vendor’s own platform. This provides a major opening for a vendor that can offer a consolidated approach to securing a multi-cloud environment. This approach needs to include both cloud and on-prem instances, while also integrating with a variety of security tools already in place. This is a potentially TCO lowering strategy, yet even more important: this approach is even more critical as we find ever more destructive malware coming into play.
Cisco has been moving to Strengthen its security stance for some time, and is actually now seeing security as one of its foundational markets. It is positioning itself to be a provider of an integrated solution and sees the complex multicloud environment as an opportunity to extend its own networking and endpoint security solutions and become a central point for multicloud security.
Cisco promotes its approach as Security resilience. To Cisco’s way of thinking, it begins in the network and moves out from there. Cisco has identified 5 key components of resilience, much in alignment with how it sees the IT world. It includes:
This is Cisco’s global vision and one that it continues to pursue with its tools sets and previous acquisitions.
Also see: Top 5 Cloud Security Trends
Cisco sees the multicloud security sector as an opportunity to build a “single pane of glass” security approach for organizations that are increasingly moving to the challenging multicloud environment.
Already playing a major role with its on-prem customers that use many of Cisco’s security tools, it wants to expand its role and also enhance its “as a service” offerings. Many cloud providers offer a suite of security tools and services for their own platform, and claim they can support security on other cloud provider’s products as well. But in truth, there is wide variability between cloud native security tools and those theoretically managing a competitor’s system.
With a wide array of often non-compatible APIs and interfaces, it’s very difficult to be a complete true cross-cloud security solution. Cisco sees its opportunity as being the “Switzerland” of security, with equalized support across all cloud and on-prem instances.
The company also touts its solution as a way around vendor lock in when using a public cloud solution. And with Cisco’s heavy concentration on network visibility, manageability and security, it sees an advantage as cloud installations rely heavily on network traffic. Further, with a major move toward more edge-based instances, Cisco believes its capabilities will become even more impactful.
Also see: Top Cloud Companies
To meet the market described above, Cisco has unveiled its Security Cloud offering. It intends to offer a complete cloud native and cloud delivered security platform that can manage any cloud or on-prem installation. It includes a unified policy and management capability, AI/ML driven automation, an extensible platform, and flexible billing.
The platform leverages a number of key components in the Cisco stable of products, but most companies have a myriad of non-Cisco security products already installed. Cisco claims an impressive number of integrations with non-Cisco products, with over 400 tools from 200 security vendors, and growing.
As a result, Cisco envisions the Security Cloud as the central management console for overall operations. Security Cloud also builds on Cisco’s SecureX threat detection and response capability, which Cisco has assembled to be a central environment for disparate XDR tools.
Also see: Top AI Software and Tools
With the rapid growth of multicloud, Cisco has a window of opportunity with its Security Cloud offering. A truly unified and highly effective cross-cloud – and on-prem data center – security platform is something that is sorely needed. Coupled with an effective device security capability, such a unified solution would be attractive.
But a question remains: will the Security Cloud platform will be attractive to companies outside of Cisco’s installed base? Especially since it relies heavily on Cisco components (Talos, Meraki, Thousand Eyes, SASE), and not all enterprises will have an array of Cisco products installed.
While this is a concern, if an enterprise is already a Cisco customer, moving to the Security Cloud to secure their multicloud environment should be an easy choice.
When you think of a typical startup, what words come to mind? “Progressive and trendy?” “Lean and innovative?” “Agile and engaged?”
Now, think of a classic Fortune 500 enterprise. Odds are, a large corporation that’s been around for decades invokes a different set of notions – perhaps “bureaucratic,” “too political,” “hierarchical,” “legacy” and perhaps a bit “outmoded” ring true.
Despite the intrinsic differences between startups and enterprises, one thing is certain: The pace of change in today’s market is so fast and volatile that companies of all sizes risk their very survival unless they become more disruptive and more innovative. In fact, both startups and enterprises are at risk, as 90 percent of startups fail, and 40 percent of Fortune 500 companies may cease to exist in 10 years.
While there’s no silver bullet solution to success, large organizations can more readily adapt to the new business climate by developing a culture of open collaboration, and most importantly, innovation – that is, hyper co-innovation.
For startups, innovation is treated as a team sport, where a diverse set of players from all departments and roles inside and outside the company are as important as the ideas they generate. This is a stark contrast to a traditional enterprise’s approach, where innovation is often treated as a more rigid, defined process. But by changing their mindset and approach, even large enterprises can unleash the innovative nature that is within their employees and become more disruptive. Here’s how to think like a startup, but scale like an enterprise – and balance the best of both worlds.
Innovation can come from anywhere, anytime. Employees in all job functions and at all levels should be encouraged to come up with innovative ideas and given the support needed to implement them.
At Cisco, we’ve personally experienced the success that comes from this mindset through our Innovate Everywhere Challenge, a companywide, cross-functional innovation competition that mirrors real-life startup practices. Employees from all job roles and levels are encouraged to form teams and pitch their innovative ideas for everything from business process improvements to new digital solutions. Teams with the best ideas are given funding, mentorship and time off from their regular job functions to make their ideas a reality.
One of the most successful projects to arise from the challenge was LifeChanger, which helps people with disabilities work remotely by leveraging voice, video and collaboration technologies. To date, more than 100 people with disabilities have gained access to meaningful employment through LifeChanger, and several other organizations are looking to implement the solution as well.
To begin thinking more like a startup, leaders should first emphasize cross-functional teams, think outside of functions and break down business-unit silos. This will ensure that you are tapping into the best and brightest ideas. We know from experience and research that the most valuable digital solutions come from teams with different backgrounds and perspectives.
Second, enable transparent digital communication amongst teams and stakeholders. This could involve setting up an online forum, establishing a mentor network, or disseminating employee surveys and sharing the feedback.
Leaders must also be flexible. Encourage rapid prototyping for solutions – validate concepts with potential customers early on, pivot fast and take risks. And when something does not work, empower teams to learn from failures and move on to the next idea.
Lastly, understand that innovation is in everything: innovation should be integral to the way a company conducts day-to-day business, not just an approach to developing new products. Therefore, focus on people – not just technology – when incubating new ideas.
On the other side of the coin, large enterprises also embody a core set of strengths, resources and partnerships that can accelerate innovation, such as their ability to quickly scale and get products to market.
Most successful enterprises actively build their ecosystems, leveraging vertical, horizontal and local partners to ensure the scalability, mass customization and reach of their solutions. They also know how to set their sights on clearly defined, broader goals, understanding that innovation is about more than delivering a cool new app or futuristic device.
Enterprises focus on the business outcomes and value at stake, rather than taking a scattered approach driven by passions that can be fleeting or change over time. Plus, they have established customers, partners and marketing channels to broaden exposure and credibility of innovative ideas.
Use these attributes and resources to your advantage as you begin to weave the startup mindset into your culture.
As you take the best characteristics from both successful startups and enterprises, the next step is to ignite a startup culture by engaging and challenging employees to innovate. Here’s how:
Innovation programs must be extended to all employees, across departments, levels and roles. From there, encourage inclusion and diversity of perspectives, and empower employees to make decisions and tap into their inner entrepreneur.
As employees innovate, support their ideas with mentor networks, angel investors and other resources that an actual startup would use. This will help lead your internal innovators through the four phases of a lean startup: ideation, validation, funding and development.
Use not only gamification to make innovation fun, but also introduce rewards (monetary, time off, etc.) as incentives. Additionally, look for opportunities to secure publicity for the innovative ideas or solutions your employees create. Highlighting their accomplishments is extremely rewarding for them, spurs further engagement and innovation from other employees, and can bolster your company’s brand reputation.
Designate an internal champion to lead your innovation initiatives and attain buy-in from the higher-ups, all the way to the C-Suite. Most importantly, your champion can help you discover existing, untapped talent by engaging as many employees as possible and sharing what your programs have to offer.
One size doesn’t fit all when it comes to innovation, especially for global companies. Every stakeholder in the mix (including employees) has a different set of personalities, priorities and passions. And there will always be polarities of tension between established and startup practices in a big company. Therefore, customize and balance your program’s approach to stimulating employee innovation, blending both the startup and large enterprise mindsets. As innovation expert and author, Michael Docherty, advises: “Embrace the power of AND,” referring to the required blend of more than one approach to innovation.
By combining the best attributes of a startup culture with the scalability of an enterprise, competing in an age of disruption is a far less daunting. The goal is to transform your organization and its culture by empowering and inspiring employees – regardless of role, rank, or region – to innovate. Then, providing a wealth of resources, training and incentives, nurture their innovation to bring big ideas to market. With employees innovating anytime, anywhere, you’ll better your entire organization – and change the world while you’re at it.
SAN JOSE, Calif., July 21, 2022
SAN JOSE, Calif., July 21, 2022 /PRNewswire/ -- Cisco (NASDAQ: CSCO) has launched a new Webex Wholesale Route-to-Market (RTM) for Service Provider partners to address the evolving needs of SMBs. The new sales model includes a single commercial agreement with each partner and a self-service platform for Service Providers to deliver managed services for Webex, as well as the agility, scalability and flexibility to create their own co-branded offers.
Cisco Wholesale for Webex
The Wholesale partner program features consumption-based billing with fixed, predictable per-user/per-month package pricing and equips Service Providers with several invoicing options. The partner onboarding experience includes dedicated Cisco experts, paired with comprehensive online training and a robust set of migration and marketing toolkits to drive market demand and serve SMB customers.
"When Service Providers more fully own the customer journey, it increases control of the solution design, provisioning, billing, and support. This translates into improved customer experiences and greater market velocity. This new wholesale model will do just that for Cisco and its partners," said Elka Popova, VP of Connected Work Research, ICT, Frost & Sullivan. "This approach also enables providers to offer SMBs a more complete solution by integrating telco services, such as connectivity, security and mobility, with Cisco's Webex cloud collaboration services suite and Cisco devices."
This new wholesale solution makes it easy for Service Providers to leverage their brand with a co-branded offer, build on their market position, and innovate with their own services. APIs and Partner Portal features deliver a simple management experience. And by using a monthly consumption model, they can deliver low friction transactions ideally suited for SMBs. Additionally, Cisco's Success Planning process includes a fully managed onboarding process for Service Provider partners, from pre-work through to production. A parallel go-to-market process accelerates customer acquisition and migration activities with marketing content, sales enablement, adoption assets, support training and launch campaigns.
Nexgen Australia, an Australia-based wholly owned subsidiary of Spirit Technology Solutions ASX ST1, is among the first Service Provider partners to sign-up for the Wholesale for Webex. Cisco is also in active trials of Wholesale for Webex with several Tier 1 global service providers.
"We wanted to bring our customers the benefits of advanced enterprise collaboration tools without the IT complexity and cost that it usually means. When searching for a cloud-based UCaaS solution, Webex was the obvious choice," said James Harb, Director, Nexgen. "We are an all-digital shop running high-velocity, high-volume transactions. Offering Webex through Cisco's new Wholesale route-to-market means we can continue to lead the way helping Australian businesses achieve more through the latest technology."
"By tapping into the brand power of respected Service Providers and combining it with our inclusive Webex technology, rapid innovation, and complete collaboration portfolio, we are creating winning partnerships that address the communication needs of small and medium-sized businesses and help them thrive in a hybrid work world," said Jeetu Patel, Cisco EVP and GM, Security & Collaboration.
Initial managed services packages for Webex that are available through the Wholesale RTM include:
Managed services for Webex is the first offer available through the Cisco Wholesale Partner Program. More Cisco devices and other Cisco cloud services for the SMB market will be launched this year.Additional Resources About Cisco
Cisco (NASDAQ: CSCO) is the worldwide leader in technology that powers the Internet. Cisco inspires new possibilities by reimagining your applications, securing your data, transforming your infrastructure, and empowering your teams for a global and inclusive future. Discover more on The Network and follow us on Twitter at @Cisco.About Cisco Webex
Webex is a leading provider of cloud-based collaboration solutions which includes video meetings, calling, messaging, events, customer experience solutions like contact center and purpose-built collaboration devices. At Webex, we start with people and their experiences first. This focus on delivering inclusive collaboration experiences fuels our innovation, which leverages AI and Machine Learning, to remove the barriers of geography, language, personality, and familiarity with technology. Our solutions are underpinned with security and privacy by design. We work with the world's leading business and productivity apps – delivered through a single application and interface. Learn more at webex.com.
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SOURCE Cisco Systems, Inc.
Last year when we first set out to honor the family as an integral part of capitalism and those who practice it the way it was intended -- by helping people to be the best they can be -- we knew we were onto something.
But something happened that we didn't necessarily expect.
It turned out to be one of our most-read articles of the year. Wow! We truly believed in the potential of the article when we wrote it, but we were happily surprised that it ranked so high.
Maybe we shouldn't have been. Because it's no secret that capitalism done right and respect for the family are inseparable. And a free economic system that is not completely dependent upon government support works only when the family support system is alive and well. So, companies that support family are crucial to the survival of capitalism. And apparently our business-savvy readers totally understand that.
But as we said last year, don't just take our word for it. One of the basic tenets of Marxism is that in a communist society, the family must be abolished because it is one of the biggest proponents of capitalism -- the system that communism aims to rid the world of.
Most people are aware of the communistic aim to rid the world of private property, but few are aware of its disdain for this other institution: family. Marxists believe the nuclear family acts as a unit of consumption and teaches us to accept hierarchy -- another totally human trait they don't like. And it also promotes passing down private property to children, something they believe produced class inequality.
Writes Karl Marx in his famous manifesto, "On what foundation is the present family, the bourgeois family, based? On capital, on private gain. In its completely developed form, this family exists only among the bourgeoisie. The bourgeois family will vanish as a matter of course when its complement vanishes, and both will vanish with the vanishing of capital."
Of course, we at IBT's Social Capital are fighting the good fight to make sure this never happens. We need capitalism to continue to help the world grow and prosper in order to create the greatest good for the greatest number, and we need families in order to have capitalism.
Any companies that do not get that -- really do not get capitalism.
We need capitalists who respect people, and you cannot do that without respecting the most important human institution the world has ever known: family.
So, this month once again we honor those CEOs and companies that are doing their part to not just endorse and support the family, but to actively engage and strengthen those families and the institution itself.
Jasmine Jirele, Allianz Life Insurance Company
Allianz Life Insurance Company of North America promotes itself to customers as providing peace of mind through the financial security of annuities and life insurance products. But what recommended the company to us for this Social Capital section is its commitment to providing peace of mind to its employees in their family life – and extending that from the individual employee to the employee's family. Part of respecting their families is helping employees with their worries and concerns for their families, and Allianz Life bends over backward to make that happen.
"Our values-based culture empowers employees to do the right thing to support our customers, our business partners, and our community," says Walter White, whom we honored last year as Allianz Life CEO. "Our focus is helping our customers secure their future, and this recognition is validation of our strong ethical foundation that enables us to fulfill this mission."
Although the company's top leadership undergoes the periodic changes that may be expected in large organizations, the CEO always brings a clear understanding of Allianz Life's corporate culture. White, who retired as CEO at the end of last year and is staying with the company as a director, served as Allianz Life's chief administrative officer, leading Operations, IT, Compliance, Suitability and the Central Project Office before assuming his position as CEO. And Jasmine Jirele, who's been at the helm since January, previously served as Allianz Life's chief growth officer since 2018, where she was responsible for defining the company's growth strategy, including its expansion into new markets, and leading product innovation, marketing, communications, Allianz Ventures and enterprise agile.
A true Social Capital CEO, Jasmine says, "Work is only one part of life for our employees, and we know that. What we have found is that when we deliver employees space, flexibility and resources to manage their whole lives, it translates to happier, more engaged employees. But we also know it's more than just implementing the policies. It only truly works when it is represented in the actions and behaviors of all of us – particularly leaders – in respecting time, priorities and boundaries. Employees are their best when they have balance in their lives and care for themselves and their families first."
A hybrid work and flexible schedules as well as onsite daycare, health clinic, and health club facilities are employee favorites among a comprehensive list of Allianz's benefits. Parental and adoption leave is also an important policy, and feedback highlights how much it is appreciated. And Allianz's financial and employee assistance programs allow its employees and their families access to several additional programs and services that help them in many aspects of life.
"We know the past few years have been challenging for our employees and we have paid particular attention to the mental health of both employees and their families," Jasmine tells us. In furtherance of that, Allianz this year launched its "Learn to Live" resource for mental health, providing employees and their family members (age 13 and older) access to self-paced online programs and resources for stress, anxiety, depression, insomnia, substance abuse and more at no cost to employees or family member.
"Additionally, as part of our Employee Assistance Program, we announced that all employees are able to access eight free counseling sessions to help with work/life balance, legal guidance, or financial management."
Recognizing the importance of family and committed to Allianz Life's family-friendly culture as part of a successful business, Jasmine is leading in what we feel is the spirit of Social Capital.
Joe Ucuzoglu, Deloitte US
This huge company has a giant heart for families, and a whole lot of other human concerns, and its altruistic-minded CEO has a whole lot to do with it.
Deloitte US is a member of one of the world's largest professional services organizations, which provides audit, advisory, tax and consulting services. In other words, it is pretty big! And so often, we identify these giant corporations with having a less-than-caring approach to their employee's personal lives.
Yet year after year, Deloitte has been honored by family-focused publications like Working Mother and Parenting as a top company to work at. That's because it offers an incredibly vast and generous family-friendly culture that runs that reaches into so many levels of the work environment, from alternative schedules and remote jobs to an incredible maternity leave program that provides 16 weeks off to bond with a birthed or adopted child, as well as a similar benefit to care for a seriously ill child. Generous adoption and surrogacy programs offer employees up to $50,000 reimbursement of expenses.
Deloitte also provides an emergency back-up dependent care program if regular childcare is unavailable that covers infants through teenage children for up to 30 days per year.
Add to that an accepting attitude of personal family issues and concerns that makes it abundantly clear that your family is the most important part of your life, and they want to do everything they can to support that.
Why do business this way? Well, if there is one big reason for it, it's the deeply devoted beliefs of its CEO who believes wholeheartedly in our Social Capital approach to doing business.
"If we embrace the obligation to serve a broad cross-section of constituents, we do right by our employees, we do right by the communities where we live and work. By virtue of doing right by those constituents, profits will be an outcome, not the initial or primary objective," declares CEO Joe Ucuzoglu, "They're a natural long-term outcome."
All in all, it comes back to his belief, and ours, that people are the point of profits and not the other way around. And he believes wholeheartedly, like we do, that this philosophy is authentic, effective and will win out over archaic bottom-line thinking.
"On one end, there's some skepticism as to whether this is virtue signaling," explains Joe. "On the other end, there's some lingering debate about whether this broader focus on stakeholders detracts from shareholder returns. If you cut through all the noise, what we're seeing is actually a huge convergence of interests. This is core to sustaining a vibrant capitalist system. If you take a long-term view, the only way that you're going to deliver sustainable shareholder returns is to take really good care of all of those constituents."
We couldn't agree more Joe. And welcome to the movement.
Antonio Neri, Hewlett Packard Enterprise Company
Hewlett Packard Enterprise provides technology solutions that help customers rebuild and reshape their business and operational models in order to increase performance. But it's for how it helps families with its operational model and performance that we are honoring it.
With the company's whopping 26-week paid parental leave program and up to 36 months to transition back to full-time after a child is born, it's no wonder employees are big fans. HPE's incredibly family-friendly policy pays 100% of an employees' salary and is available to both mothers and fathers. The company even allows new parents to work part time for up to three years afterward as they transition back to work. That's how much the company values its employees and their dedication to their families.
It's the kind of thing that dreams are made of for new parents, but it's an everyday reality for the more than 60,000 HPE employees that is just one part of their "Work That Fits Your Life" program initiative designed to enrich the personal wellbeing and work-life balance of their employees through workplace flexibility, family leave and very helpful return to work options.
Any employee who has been at HPE for a year is eligible for the leave, which can be taken at any time within the first 12 months after the birth or adoption of a child.
Then, when the parent is ready to return, HPE's "Parental Transition Support" offers a flexible work arrangement policy that allows new parents the opportunity -- as mentioned above -- to work part time for up to 36 months after their child's arrival. That's three years of family flexibility!
Another big family favorite is "Wellness Fridays," which allows employees to leave work three hours early one Friday a month, plus something called "Career Reboot," which offers job opportunities and training for employees who may have been forced to put their careers on hold for a while to raise a child.
And for HPE's CEO Antonio Neri, all of it is part of an overall respect and push for inclusivity for all employees.
"At Hewlett Packard Enterprise, we are only as successful as our people," says Neri. "That's why we put them first and care so deeply about fostering a workplace that is unconditionally inclusive, extending all team members an equal opportunity to succeed with a sense of belonging."
Chris Todd, UKG
"If work is your No. 1 priority, you've got your priorities mixed up. Your No. 1 priority should always be family." This is the belief – long held and oft reiterated -- of Aron Ain, whom we honored last year as CEO and chairman of Ultimate Kronos Group. Now, the company continues that culture under the leadership of new CEO, Chris Todd.
"Everyone has a different purpose. My No. 1 job as CEO is to help create opportunities for U Krewers (our employees) so they can fulfill that purpose, whether that's inside or outside of work," Chris says. He believes that employees who are happy and inspired create a positive butterfly effect that starts with the customers and reverberates beyond work to help those employees Strengthen the lives of their families, friends, and those in need. "The thought of this butterfly effect originating from our 15,000 employees is what gets me out of bed each morning."
Many businesses proudly proclaim the "family atmosphere" they strive to create in their workplaces. But often, that refers to a congenial atmosphere at work. Ultimate Software, whose tagline was "People first," brought to its merger with Kronos an exemplary record of proving its regard for its employees' "whole life" with perks for their families. The merged entity, Ultimate Kronos Group, has a similar tagline: "Our Purpose is People," and earned recognition from Great Places to Work for committing to no layoffs during the pandemic, adding more employees, investing more into its employee benefits and continuing its philanthropic efforts.
But as the old adage says, "Charity begins at home." UKG lives this, extending its caring into the homes and families of its employees.
The extensive list of benefits UKG offers its employees includes many items that are found at other companies as well. But, under Ain's leadership, the sheer volume of benefits takes it to a rarefied level. UKG purposely strives to be one of the world's greatest people companies, and we honor it as a leader in Social Capital.
Proudly referring to the company's tagline mentioned above, Chris says that tagline works so well because of the duality of it. "If we do a really great job servicing our customers' people, we can do great things for our own people -- and that naturally extends to their families and communities around the world where we live and work." That's a Social Capital attitude, and we couldn't have said it better ourselves.
Chris notes that UKG's benefits program aligns with the company's purpose, culture values and business strategy, and credits the HR team for doing an excellent job of identifying and implementing programs that impact people across various stages of life.
"Our family-friendly benefits align with this stage-of-life focus," Chris says. These include fertility-treatment coverage and adoption financial benefits for those looking to start a family, a UKG Kids stipend to help cover the cost of extracurricular activities, free Tutor.com access for children of employees, and virtual exercise and wellness classes, including family yoga.
"One of my favorite family-focused benefits is our global UKG Scholarship Program, which awards 30 different scholarships for dependents of employees attending college or university." UKG extended this program in 2022, adding 10 new scholarships directly tied to its employee resource groups to recognize and reward students who demonstrate a drive to support belonging, diversity, equity, and inclusion.
Chris also points to the PeopleInspired Giving Foundation, a 501(c)(3) dedicated to providing financial assistance to UKG employees and their families who are physically, economically, emotionally, or otherwise adversely impacted by tragedy. "Many U Krewers around the world have thankfully used this foundation to receive financial support during trying times."
Penny Pennington, Edward Jones
Edward Jones has been known for tempering long work hours with rewards that help employees relax and have fun – with family.
"Family is so tied to an individual's well-being," Penny told us in an exclusive interview last year, sharing her personal experience. "I'm happy when my family is happy. And when they're healthy and their well-being is in place and they're thriving, I'm able to do two things: I'm able to come to work better [and] … I'm not panic about them. My emotions can go to being the best that I can be at work."
The positive reviews we cited last year from job site Glassdoor by Edward Jones employees supports that reputation: "They very much value their employees. Maternity leave and time off is amazing." "Flexible working schedule, manage your own time." "Edward Jones is a fantastic place to work. The value associates and listen and respond to feedback to improve. As a LP they don't have to make decisions with shareholders in mind and can lead the business in a way that best fits the client AND associate."
Putting this philosophy into practice has earned Edward Jones a designation as a "Best Place to Work" and recognition here – last year and again this year -- for contributing to the Social Capital movement.
"I've found in my own personal and professional life that when I'm at my best in my purpose-driven work that I do at Edward Jones, that when I go home to my family, I'm teaching them values that are really, really important to the rest of their lives," Penny shares. "I have two adult daughters and my children both say, 'It was so important for me to see you doing something that you loved, that was making a difference for other people, and that showed us that that's the sort of thing that we should want to do.' And that makes for a healthy life."
That attitude continues to underscore Penny's leadership. "We recognize that the foundation of our success is our people. That includes the people we serve, the people we serve alongside, and the people who support us at home," she says. "Having the love and encouragement that our families provide is important to everything we do – our associates' families are, by extension, a part of the Edward Jones family. The pandemic served as an opportunity for many people to re-evaluate what's most important to them, and for a lot of people, family is more important than it's ever been."
Among the benefits Penny cites is a parental leave program she calls out as outstanding – it includes 16 weeks of full salary for primary caregivers and two weeks for secondary caregivers, and particularly noteworthy is the fact that using this leave doesn't impact the employee's vacation time at all.
Edward Jones also has a generous sick leave policy that allows associates to use it to care for sick family members, not just for an illness of their own. The newly instituted flexible work model in the company's home office locations preserves choice for most associates around where and when they work, allowing people the flexibility to integrate work with family time. And the enhanced wellness program offerings now include increased wellness seminars and enhanced mental health resources, to help associates be their best and live their lives to the fullest.
"Those are just a few of our most family-friendly benefits," Penny says, emphasizing the importance she and the company place on that area. And she eagerly brings up a notable, decades-long company tradition and event for Edward Jones's financial advisors: a multi-day summer regional meeting for each of the company's 313 regions across North America.
Admittedly not a benefit in the usual sense of the term, "The experience is part pep rally, part business meeting, and part family reunion," Penny says, "because families are included in everything we do. The multi-generational opportunity to bond with and learn alongside one another is a hallmark of our culture."
And that's a Social Capital value of the first order.
Jim Goodnight, SAS
As we revealed last year when we honored SAS for its family values the first time, the culture of SAS honors the importance of family, work/life balance and enjoyment of the workplace, and its amazingly extensive and varied menu of perks for employees serves as constant affirmation of how much they are valued at this software analytics company.
And they return that favor to the company with their loyalty. SAS's turnover rate is one-tenth of the industry average of above 20%. With the cost of turnover a tremendous financial loss to businesses, those statistics alone are concrete proof of the value of Social Capital. SAS is committed to helping employees, their families and retirees achieve balance in their lives by providing problem-solving, coaching, resources and referrals, and educational programs.
So, it is no wonder why ultra-practical CEO Jim Goodnight says the policies make estimable business sense as well. "My chief assets drive out the gate every day," says Goodnight. "My job is to make sure they come back."
And they do. The SAS employee sticks around for 10 years, and about 300 employees have worked 25 or more.
A few of their most-loved perks include generous vacation and volunteer time off. SAS starts you out with three weeks of vacation, plus an extra week off for winter break at the end of each year so you have plenty of time to celebrate with your family. Unlimited sick days, paid maternity and paternity leave plus adoption assistance and tuition assistance add to the overall appeal.
But that's not all -- not by a long shot. College-bound kids of employees at this analytics software company can take advantage of a scholarship program. The campus is home to a healthcare center and a recreation and fitness facility -- including family swim days and virtual interactive kid-friendly events. It even has a summer camp for school-age children. A work/life center offers resources and counseling on Topics like parenting teens. Subsidized childcare and elder care round out the family-friendly perks.
SAS provides innovative software and service to empower its customers to transform data into intelligence, and its founder, Jim Goodnight, was one of the first business leaders to practice what we are now spotlighting as Social Capital, since co-founding the company back in 1976. Goodnight believes that "what makes my organization work are the new ideas that come out of my employees' brains," and, operating from that conviction, he both respects his employees and cares about their happiness.
He consistently nurtures SAS's corporate culture of trust, believing that workers who consistently respect the organization's management will put forth their greatest commitment and contribution. And it is not a top-down approach to running the company, as feedback is solicited from employees to ensure SAS maintains that high level of trust -- and also on how they are being treated as human beings.
Building into the corporate leadership this regard for people as people, only those who demonstrate a natural inclination to support and help people are considered for any management position. In fact, SAS operates from the belief that the primary responsibility of its leaders is to facilitate the career success of other employees, not their own.
That is about as Social Capital-esque as you can get.
Tim Ryan, PricewaterhouseCoopers
PricewaterhouseCoopers demonstrates its care for family in its comprehensive, flexible and competitive employee benefits program. It provides access to programs that can be tailored to meet the personal health and financial well-being needs of its partners, staff and, notably, their families. It also provides resources and programs to help staff pursue their professional goals and support their personal and family needs.
U.S. Chair and Senior Partner Tim Ryan is responsible for the setting the strategy and the tone on quality as well as leading the culture for the firm's 55,000 employees and partners.
In that spirit, he shares, "I am so proud to announce that PwC is launching a reimagined people experience, called My+, that is centered around choice and flexibility, and tailor-made to further support development, well-being, purpose and personal ambitions. It's our biggest and boldest reimagination of our people experience, and over the next three years, we'll invest $2.4B to bring this personalized experience to life. My+ will provide our people the power to build personalized careers, from choosing the types of assignments they work on, to the hours they work, to where they work and the benefits they need. Our commitment, the largest in professional services to date, lays the foundation for a future where our people can make customer-like choices, supported by consumer-grade technology, to build a personalized career experience at every stage of their life."
It's a first-of-its-kind people strategy that recognizes a fundamental workforce shift that extends beyond the conversations about whether people work in-office, remote or in a hybrid arrangement. "People are seeking opportunities that allow them to live their lives how they want to, including meeting the needs of their families" among other needs, Tim says.
Many of the employee benefits PwC has introduced in exact years aim specifically to support the family of the employee, and in the first year of the My+ transformation, the company is expanding parental leave for all parents from eight to 12 weeks, giving them additional time to bond with their newborn, newly adopted or foster care child. PwC also offers a two-week pre-birth benefit and a six-week post-birth disability benefit, which, when combined with the company's paid parental leave, allows birthing parents 20 weeks of paid leave.
Additional family-focused support includes access to emergency childcare backup centers, care reimbursements up to $2,000 annually and discounts on nanny and tutoring services; and in the very hot area of mental health, PwC continues to offer mental health resources and sessions to its people and their families at no cost, including access to free mental health coaching, therapy sessions, meditation resources and more.
Certainly, PwC's care for employees is evidenced in a veritable cornucopia of benefits and corporate culture enhancements, but for the scope of its support for family -- which extends to infertility, donor, freezing and surrogacy services – we are shining this month's Social Capital "family friendly" spotlight on PwC and Tim Ryan.
Chuck Robbins, Cisco
As the pandemic began easing, Cisco CEO Chuck Robbins expressed his belief that a new era was upon us in which business leaders would need to be more understanding of individual employees' needs, and that could not simply be a momentary trend.
"If we've learned anything over the last 18 months, it's that you have to be empathetic to the person's individual circumstances, and I don't think that's going to change," Robbins says.
And he has put his policies where his mouth is.
"We champion every family," the company proudly declares. "Every family has a unique story -- and we have benefits to support them all."
Let's start with paid time off to bond with a new child that is not dependent on gender but on the employee's care-giving role. Even grandparents are eligible if they are the primary caretaker for the child.
It's what Cisco calls "Our People Deal," and rather than a cookie-cutter approach, the amount of time off depends on whether the employee functions in a main or supporting caregiver role. The company provides a minimum of 13 weeks of paid time off for the main caregiver, although it may be longer. For a supporting caregiver, the company provides four paid weeks, to be taken within the first six months of the child's birth or adoption. Even Cisco grandparents can take up to three paid days off within one year of the arrival of a new grandchild.
Then there is $20,000 in financial assistance for adoption and surrogacy per child, and up to US$50,000 for family-planning expenses.
Support for parents of children with developmental disabilities comes through Rethink, a program to support Cisco parents of children with learning, social or behavioral challenges, or a developmental disability such as autism, Down syndrome or ADHD.
But the company's support of families doesn't stop there but continues throughout the life process with on-site children's learning centers. And back-up caregiver support available at affordable rates for children and adults.
Cisco also offers support for employees caring for a loved one who has suffered an accident or health issue, and for employees who are assisting aging relatives.
You say it's your birthday? All employees can take a paid day off within 10 days of their birthday to celebrate with their loved one.
Finally, Cisco's Critical Time Off (CTO) programs allow employees dealing with a death, illness or a natural disaster in their family to take care of the business of their families, allowing them to take time off at full pay -- without using their regular paid time off. And this benefit is extended to help "family," which is defined as anyone that employee "might rely on or who rely on them -- so they can be there for the people closest to them."
Sounds like a pretty good understanding of the value of family, but let's leave it to them to say it succinctly. Which they did: "We understand that our employees are also parents, colleagues and community members," proudly declares the company on its website. "We make it easier for our people to support and help the people they love."
MEET IBT NEWS FROM BELOW CHANNELS
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Cisco Systems Inc. (NASDAQ:CSCO) went down by -0.55% from its latest closing price compared to the exact 1-year high of $64.29. The company’s stock price has collected 2.05% of gains in the last five trading sessions. Barron’s reported on 07/14/22 that It’s a Tech Wreck as Analysts Cut Estimates
Cisco Systems Inc. (NASDAQ:CSCO) scored a price-to-earnings ratio above its average ratio, recording 15.92 x from its present earnings ratio. Plus, the 36-month beta value for CSCO is at 0.96. Opinions of the stock are interesting as 10 analysts out of 29 who provided ratings for Cisco Systems Inc. declared the stock was a “buy,” while 3 rated the stock as “overweight,” 15 rated it as “hold,” and 1 as “sell.”
The average price from analysts is $52.09, which is $8.05 above the current price. CSCO currently public float of 4.14B and currently shorts hold a 0.91% ratio of that float. Today, the average trading volume of CSCO was 24.21M shares.
CSCO stocks went up by 2.05% for the week, with a monthly jump of 5.81% and a quarterly performance of -10.39%, while its annual performance rate touched -17.61%. The volatility ratio for the week stands at 1.86% while the volatility levels for the past 30 days are set at 2.07% for Cisco Systems Inc. The simple moving average for the period of the last 20 days is 4.43% for CSCO stocks with a simple moving average of -14.20% for the last 200 days.
Many brokerage firms have already submitted their reports for CSCO stocks, with JP Morgan repeating the rating for CSCO by listing it as a “Neutral.” The predicted price for CSCO in the upcoming period, according to JP Morgan is $51 based on the research report published on July 14th of the current year 2022.
Rosenblatt, on the other hand, stated in their research note that they expect to see CSCO reach a price target of $48. The rating they have provided for CSCO stocks is “Neutral” according to the report published on July 13th, 2022.
Wells Fargo gave a rating of “Equal Weight” to CSCO, setting the target price at $52 in the report published on May 19th of the current year.
After a stumble in the market that brought CSCO to its low price for the period of the last 52 weeks, the company was unable to rebound, for now settling with -29.42% of loss for the given period.
Volatility was left at 2.07%, however, over the last 30 days, the volatility rate increased by 1.86%, as shares surge +6.40% for the moving average over the last 20 days. Over the last 50 days, in opposition, the stock is trading -10.34% lower at present.
During the last 5 trading sessions, CSCO rose by +2.05%, which changed the moving average for the period of 200-days by -16.41% in comparison to the 20-day moving average, which settled at $43.58. In addition, Cisco Systems Inc. saw -28.40% in overturn over a single year, with a tendency to cut further losses.
Reports are indicating that there were more than several insider trading activities at CSCO starting from Martinez Maria, who sale 4,674 shares at the price of $43.33 back on Jun 13. After this action, Martinez Maria now owns 286,033 shares of Cisco Systems Inc., valued at $202,537 using the latest closing price.
BHATT PRAT, the SVP & Chief Acctg Officer of Cisco Systems Inc., sale 607 shares at $43.10 during a trade that took place back on Jun 13, which means that BHATT PRAT is holding 79,855 shares at $26,162 based on the most exact closing price.
Current profitability levels for the company are sitting at:
The net margin for Cisco Systems Inc. stands at +21.26. The total capital return value is set at 25.32, while invested capital returns managed to touch 20.91. Equity return is now at value 29.30, with 12.60 for asset returns.
Based on Cisco Systems Inc. (CSCO), the company’s capital structure generated 30.75 points at debt to equity in total, while total debt to capital is 23.52. Total debt to assets is 13.02, with long-term debt to equity ratio resting at 23.86. Finally, the long-term debt to capital ratio is 18.25.
When we switch over and look at the enterprise to sales, we see a ratio of 3.29, with the company’s debt to enterprise value settled at 0.06. The receivables turnover for the company is 4.82 and the total asset turnover is 0.52. The liquidity ratio also appears to be rather interesting for investors as it stands at 1.49.
In our annual Emerging Vendors special report, CRN shines a spotlight on some of the most exciting channel-focused startup vendors with leading-edge technologies that are creating new opportunities for solution providers.
Despite the pandemic and the economic uncertainty of the last several years, the IT industry has continued to innovate. And much of that innovation is driven by startup companies.
By far the lion’s share of IT products sold by the channel come from the industry’s established vendors such as Dell Technologies, Hewlett Packard Enterprise, Cisco Systems and Microsoft. And those companies certainly have their own innovation track records.
But many of the industry’s most innovative technologies and products come from startups with no legacy products – or legacy thinking – to hold them back. These companies may not be household names, but they are gaining attention and market traction as they push the IT envelope.
[Related: Emerging IT Vendors You Need To Know In 2022: The Complete List]
Solution providers looking for a competitive edge should take note of startups with breakthrough technologies they can use to develop innovative solutions and services for their customers.
Here we present the CRN 2022 Emerging Vendors, 136 startups founded in 2016 or more recently with annual sales of less than $1 billion that are working with channel partners in North America.
Some of the companies on this year’s list have already established a presence in the industry. Orca Security and Wiz, for example, have high profiles in the cloud security space. Likewise for HYCU and Hammerspace in data storage. ComputerVault is making a name for itself in the virtual desktops/servers and hyperconverged infrastructure arena. And startups Alkira, Celona and Infiot are making waves in the networking/unified communications market.
Startups often initially focus on selling directly to a limited number of early-adopter customers, only turning to the channel as they look to expand their sales reach. But savvy startups recognize that solution providers can introduce their next-generation technologies to potential customers sooner by building solutions around them and providing services that make it easier to adopt leading-edge products.
Celona launched its Fanatics channel program in June with the goal of helping its reseller, MSP and system integrator partners sell the startup’s 5G wireless connectivity. “This technology represents where everything is going as it relates to digital transformation,” Ron Gill, Americas channel chief, told CRN. “And when you’re bringing a new slice of wireless spectrum to customers to solve use cases and deliver outcomes that they’ve struggled to deliver, it’s a great place for partners to invest in.”
One indication of the value of IT startups is the amount of venture funding they attract. Starburst, a Boston-based developer of advanced data analytics technology, has raised $414 million in funding – including $100 million in January 2021 and $250 million in January of this year – putting its valuation at $3.35 billion. In February cloud data warehouse provider Firebolt raised $100 million in a funding round that boosted its valuation to $1.4 billion.
Cybersecurity startups have particularly attracted the attention of venture capital investors. In February Salt Security, a developer of API security technology, raised $140 million in funding that boosted its valuation to $1.4 billion. Secure browser developer Island raised $115 million in a funding round in March that established its valuation at $1.3 billion. And in April zero trust endpoint security provider ThreatLocker raised $100, bringing its valuation close to $1 billion.
Another indication of the value of IT startups is how often they are acquired by big IT vendors looking to expand their portfolios with leading-edge products.
On June 16, after this year’s Emerging Vendors list was assembled, online community giant Reddit acquired Spell.ml, a hot startup with a deep learning applications platform. On July 6 IBM, looking to expand its offerings in the fast-growing data observability space, acquired Databand, an Israel-based data observability platform developer.
Sometimes startups buy startups. In June Starburst bought Varada, an Israeli developer of data lakehouse analytics acceleration software launched in 2017, for an undisclosed sum.
With the uncertain economy and plunging stock markets, startups’ potential valuations are lower and it’s becoming harder for them to raise financing. That means more early-stage startups could be acquisition targets, said Justin Borgman, CEO and co-founder of Starburst, which is on the hunt for other potential acquisitions.
“It gives us the opportunity to look for startups that will have a harder time continuing to raise funding at the valuations that they could have raised a year ago and that creates [acquisition] opportunities,” Borgman said.
Details of the startups making this year’s roundup of Emerging Vendors can be found in the following slide shows being posted through this week:
*AI and Machine Learning
*Application Development and DevOps
*Data Center and Systems
*Edge Computing and IoT
*Networking and Unified Communications
* Storage and Disaster Recovery
CloudBees Names Anuj Kapur as President and CEO
CloudBees, the leading software delivery platform for enterprises, today announced Anuj Kapur as President and Chief Executive Officer. Previously a C-level executive at Cisco and SAP, Kapur brings extensive experience in corporate strategy, product management, go-to-market strategy, and alliances in the enterprise technology sector to CloudBees.
This press release features multimedia. View the full release here: https://www.businesswire.com/news/home/20220803005117/en/
Anuj Kapur (Photo: Business Wire)
Kapur joins CloudBees at a pivotal time as all enterprises face the reality that software – and the speed, quality, and security with which such innovation gets into their customers’ hands – defines their competitiveness and dictates their success. Kapur will focus on accelerating product innovation, strengthening the go-to-market approach, furthering geographic expansion, and scaling the company’s global operations.
“Enterprises know that the software they build and deliver will make or break their future,” said Kapur. “They also know that speed is table stakes, and that quality, security, and compliance are the next frontier in creating exceptional customer experiences. CloudBees is at the center of enabling some of the world’s largest and most influential brands to make software their most significant differentiator. The opportunity to join CloudBees to shape this next chapter of growth for our customers and employees is an absolute honor.”
CloudBees Co-Founder Sacha Labourey, who was serving as interim CEO, will remain as Chief Strategy Officer. Labourey will continue as a member of the board and CloudBees executive team, reporting directly to Kapur.
Prior to CloudBees, Kapur was President, Corporate Development and Strategy at SAP and was responsible for the company’s growth strategy and execution across the entire product and customer life cycle. From 2018 to 2020, he served as Chief Strategy Officer at Cisco where he led a team that worked closely with Cisco’s CEO and other top executives on product and go-to-market strategy, as well as startup investments. Kapur also led Cisco's partnerships with AWS, Google, and Apple. Previously at Cisco, Kapur held various executive roles, including within product management in Cisco’s security group. Kapur also serves as an advisor to the CEOs of several technology startups in the U.S. and Israel. Kapur holds a Bachelor of Science degree in electrical engineering from the University of Waterloo and a master’s degree in business administration from The Wharton School.
The appointment of Kapur comes during a time of significant growth for CloudBees. Since its founding in 2010, CloudBees has raised $246 million in venture capital, including $150 million in a Series F funding round announced in December 2021. CloudBees has grown to more than 600 employees spanning 27 countries. CloudBees is the go-to software delivery provider for enterprises, including market powerhouses such as Capital One, Fidelity Investments, HSBC, Morningstar, Pegasystems, Salesforce, and a number of U.S. federal government agencies. CloudBees is consistently ranked as a category leader by major publications, influencers, and industry analysts in the continuous integration, continuous delivery, release orchestration, and value stream management categories.
CloudBees provides the leading software delivery platform for enterprises, enabling them to continuously innovate, compete, and win in a world powered by the digital experience. Designed for the world's largest organizations with the most complex requirements, CloudBees enables software development organizations to deliver scalable, compliant, governed, and secure software from the code a developer writes to the people who use it. The platform connects with other best-of-breed tools, improves the developer experience, and enables organizations to bring digital innovation to life continuously, adapt quickly, and unlock business outcomes that create market leaders and disruptors.
CloudBees was founded in 2010 and is backed by Goldman Sachs, Morgan Stanley, Bridgepoint Capital, HSBC, Golub Capital, Delta-v Capital, Matrix Partners, and Lightspeed Venture Partners. Visit www.cloudbees.com and follow us on Twitter, LinkedIn, and Facebook.
Manager, Public Relations
View source version on businesswire.com: https://www.businesswire.com/news/home/20220803005117/en/
Spiraling Complexity and Business Expectations Spawn Growing Skills and Resources Demands
SAN JOSE, Calif. — Cisco (NASDAQ: CSCO) AppDynamics, a leading provider of Observability and Application Performance Monitoring technology, has published findings from Agents of Transformation 2022, the fourth annual report that analyzes the skills and attributes of elite global technologists.
In the wake of the pandemic, it reveals the emergence of a new class of technology experts stepping up to meet critical challenges that are blurring the lines between business strategy and IT operations. The report also cites the demand to make all products and services digitally available in the Experience Economy amid heightened security threats, increasing complexity, and the accelerated shift to hybrid work and the cloud.
“The bar continues to rise, and over the last year we have seen a redefinition of what it means to be an Agent of Transformation. These leaders are looking to better understand how issues in their respective domains impact the total experience of users and applications, adapting to change with solutions that positively affect the overall business,” said Liz Centoni, EVP, Chief Strategy Officer, GM of Applications.
According to the Cisco AppDynamics report, 74% believe that their experiences in exact years—particularly during the pandemic—have accelerated their careers, and 88% now consider themselves to be business leaders. However, just 10% of technology experts have reached the elite status of ‘Agents of Transformation’. These individuals represent top-flight leaders who are reimagining and delivering high-value applications and services that create the always-on, secure, and exceptional user experiences now demanded by end users and customers.
Respondents cite a fundamental change in the role of technologists, including the skills and resources required to operate effectively and proficiently. At the same time, they say they now contend with soaring complexity and volumes of data from across the technology stack and must integrate a massively expanding set of cloud-native services with existing on-premises systems and tools.
Digital transformation means almost every company and organization interacts with consumers via web and mobile applications, and the transition to hybrid work means more interaction with SaaS tools and web interfaces. While consumers can pivot fast to another brand’s app or service, companies that cannot instantly Strengthen digital experiences risk having loyal customers walk away.
“The new Agents of Transformation recognize a need to reimagine applications not just in response to post-pandemic challenges, but also, to create flawless, reliable digital experiences that address some of the world’s greatest problems—from meeting critical human needs to giving people the skills and resources to succeed in the digital economy,” Centoni said.
While acknowledging the far-reaching consequences of this change, respondents in the Cisco AppDynamics report note that they need help navigating the technical and operational ambiguities of digital transformation. Specifically, they are looking for unified visibility into their IT environments to better manage and optimize application availability and performance. This requires focusing investments on application security, observability over cloud-native applications and infrastructure, and linking IT performance to business decision making.
Download the Agents of Transformation 2022 report: https://www.appdynamics.com/resources/reports/agents-of-transformation-2022
Read more on the AppDynamics blog: https://www.appdynamics.com/blog/news/agents-of-transformation-are-adapting-at-speed-to-drive-innovation-in-the-experience-economy
Cisco AppDynamics is a leading provider of Observability and Application Performance Monitoring technology. AppDynamics helps customers observe what matters inside and beyond their IT environments. Combined with the power of Cisco, AppDynamics enables organizations to deliver exceptional user experiences by centralizing and correlating data into contextualized insights of critical business metrics — providing them with the power to prioritize actions based on business needs.
Global 5G Enterprise Market
Dublin, July 04, 2022 (GLOBE NEWSWIRE) -- The "5G Enterprise Market: Global Industry Trends, Share, Size, Growth, Opportunity and Forecast 2022-2027" report has been added to ResearchAndMarkets.com's offering.
The global 5G enterprise market reached a value of US$ 2.25 Billion in 2021. Looking forward, the publisher expects the market to reach a value of US$ 14.57 Billion by 2027, exhibiting a CAGR of 36.53% during 2021-2027. Keeping in mind the uncertainties of COVID-19, we are continuously tracking and evaluating the direct as well as the indirect influence of the pandemic on different end use industries. These insights are included in the report as a major market contributor.
5G is a fifth-generation technology for broadband cellular networks that offers a high data rate, low latency, greater bandwidth, high coverage and reliability, and improved quality of service (QoS) at affordable prices. It also helps in streaming ultra-high-definition (HD) videos, and augmented reality and virtual reality (AR/VR) media.
At present, it finds extensive applications in enterprises of different industry verticals, such as information technology (IT), telecommunications, manufacturing, and banking, financial services and insurance (BFSI). This can be accredited to its assistance in the introduction of new technologies, such as edge computing and network slicing, for developing immersive solutions that provide the tools for enterprises to transform digitally.
5G Enterprise Market Trends:
With the increasing remote workforce on account of the coronavirus disease (COVID-19) outbreak, the adoption of 5G enterprise solutions is rising across the globe. This represents one of the key factors impelling the growth of the market. Moreover, there is an increase in the use of these solutions in the retail industry as they provide retailers with uninterrupted business, streamlined operations, a reliable network that handles peak-time traffic, and the ease of tracking products, prices, inventory, and customer information.
Additionally, faster connections and reduced latency aid in introducing new features in brick-and-mortar establishments, including digital price tags and smart digital displays. Besides this, 5G enterprise solutions are increasingly employed in the healthcare sector as it allows remote patient monitoring and video-enabled prescription management and offers connected ambulance and HD virtual consultations. This, coupled with the rising focus of enterprises on implementing new technologies to Strengthen service delivery, reduce costs, and gain competitive advantage, is anticipated to fuel the growth of the market.
The competitive landscape of the industry has also been examined along with the profiles of the key players being AT&T Inc., Cisco Systems Inc., Fujitsu Limited, Hewlett Packard Enterprise Company, Huawei Technologies Co. Ltd., Juniper Networks Inc., Nokia Corporation, Oracle Corporation, Samsung Electronics Co. Ltd., Telefonaktiebolaget LM Ericsson, Verizon Communications Inc. and ZTE Corporation.
Key Questions Answered in This Report:
How has the global 5G enterprise market performed so far and how will it perform in the coming years?
What has been the impact of COVID-19 on the global 5G enterprise market?
What are the key regional markets?
What is the breakup of the market based on the frequency?
What is the breakup of the market based on the spectrum?
What is the breakup of the market based on the network type?
What is the breakup of the market based on the organization size?
What is the breakup of the market based on the industry vertical?
What are the various stages in the value chain of the industry?
What are the key driving factors and challenges in the industry?
What is the structure of the global 5G enterprise market and who are the key players?
What is the degree of competition in the industry?
Key Topics Covered:
2 Scope and Methodology
3 Executive Summary
4.2 Key Industry Trends
5 Global 5G Enterprise Market
5.1 Market Overview
5.2 Market Performance
5.3 Impact of COVID-19
5.4 Market Forecast
6 Market Breakup by Frequency
6.1.1 Market Trends
6.1.2 Market Forecast
6.2.1 Market Trends
6.2.2 Market Forecast
7 Market Breakup by Spectrum
7.1.1 Market Trends
7.1.2 Market Forecast
7.2.1 Market Trends
7.2.2 Market Forecast
8 Market Breakup by Network Type
8.1 Hybrid Networks
8.1.1 Market Trends
8.1.2 Market Forecast
8.2 Private Networks
8.2.1 Market Trends
8.2.2 Market Forecast
8.3 Enterprise Network
8.3.1 Market Trends
8.3.2 Market Forecast
8.4 CSP Network
8.4.1 Market Trends
8.4.2 Market Forecast
9 Market Breakup by Organization Size
9.1 Small and Medium-sized Enterprises
9.1.1 Market Trends
9.1.2 Market Forecast
9.2 Large Enterprises
9.2.1 Market Trends
9.2.2 Market Forecast
10 Market Breakup by Industry Vertical
10.1.1 Market Trends
10.1.2 Market Forecast
10.2.1 Market Trends
10.2.2 Market Forecast
10.3 Retail and E-Commerce
10.3.1 Market Trends
10.3.2 Market Forecast
10.4 IT and Telecom
10.4.1 Market Trends
10.4.2 Market Forecast
10.5.1 Market Trends
10.5.2 Market Forecast
10.6 Government and Public Sector
10.6.1 Market Trends
10.6.2 Market Forecast
10.7 Energy and Utility
10.7.1 Market Trends
10.7.2 Market Forecast
10.8 Media and Entertainment
10.8.1 Market Trends
10.8.2 Market Forecast
10.9.1 Market Trends
10.9.2 Market Forecast
11 Market Breakup by Region
12 SWOT Analysis
13 Value Chain Analysis
14 Porters Five Forces Analysis
15 Price Analysis
16 Competitive Landscape
16.1 Market Structure
16.2 Key Players
16.3 Profiles of Key Players
16.3.1 AT&T Inc.
22.214.171.124 Company Overview
126.96.36.199 Product Portfolio
188.8.131.52 SWOT Analysis
16.3.2 Cisco Systems Inc.
184.108.40.206 Company Overview
220.127.116.11 Product Portfolio
18.104.22.168 SWOT Analysis
16.3.3 Fujitsu Limited
22.214.171.124 Company Overview
126.96.36.199 Product Portfolio
188.8.131.52 SWOT Analysis
16.3.4 Hewlett Packard Enterprise Company
184.108.40.206 Company Overview
220.127.116.11 Product Portfolio
18.104.22.168 SWOT Analysis
16.3.5 Huawei Technologies Co. Ltd.
22.214.171.124 Company Overview
126.96.36.199 Product Portfolio
188.8.131.52 SWOT Analysis
16.3.6 Juniper Networks Inc.
184.108.40.206 Company Overview
220.127.116.11 Product Portfolio
18.104.22.168 SWOT Analysis
16.3.7 Nokia Corporation
22.214.171.124 Company Overview
126.96.36.199 Product Portfolio
188.8.131.52 SWOT Analysis
16.3.8 Oracle Corporation
184.108.40.206 Company Overview
220.127.116.11 Product Portfolio
18.104.22.168 SWOT Analysis
16.3.9 Samsung Electronics Co. Ltd.
22.214.171.124 Company Overview
126.96.36.199 Product Portfolio
188.8.131.52 SWOT Analysis
16.3.10 Telefonaktiebolaget LM Ericsson
184.108.40.206 Company Overview
220.127.116.11 Product Portfolio
18.104.22.168 SWOT Analysis
16.3.11 Verizon Communications Inc.
22.214.171.124 Company Overview
126.96.36.199 Product Portfolio
188.8.131.52 SWOT Analysis
16.3.12 ZTE Corporation
184.108.40.206 Company Overview
220.127.116.11 Product Portfolio
18.104.22.168 SWOT Analysis
For more information about this report visit https://www.researchandmarkets.com/r/4ybu0o
CONTACT: CONTACT: ResearchAndMarkets.com Laura Wood, Senior Press Manager firstname.lastname@example.org For E.S.T Office Hours Call 1-917-300-0470 For U.S./CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900