Peter Bell is UKI Marketing Director at software giant Adobe and answers our questions in the latest of Press Gazette’s Marketing Maestro interviews. This series is produced in association with Lead Monitor, New Statesman Media Group’s content- and solution-driven marketing arm.
What has been your proudest achievement in your current role?
Having come into the business via an acquisition and having been in leadership roles for a number of years now, I’m acutely aware of the importance of team culture, especially when entire teams and companies are joining en masse. I’d say my proudest achievement is getting our team culture to the place it is now, where we’ve brought people from different backgrounds and companies together into a really great team. We’ve also got a great relationship with our colleagues in sales, which isn’t always easy and has been fundamental to some strong business results.
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Which media channels do you see as most important and best value when it comes to marketing spend and activity?
It has to be digital. The past two years have proven beyond all doubt that digital channels are effective – both in terms of costs and results.
Pre-pandemic there were many industries where annual trade shows and corporate away days were the top of the agenda in terms of marketing spend, but all that was forced to change when the pandemic hit.
Today, having had that two-year hiatus where ‘normal’ has been suspended, the value of digital channels has really been proven. I don’t expect we’ll stay 100% digital forever because human interaction is key in the B2B sales cycle, but any debate around the value of digital is done and won.
What are the key differences between B2C and B2B marketing?
I’ve worked in both B2C and B2B marketing and the lines between both continue to blur. The fundamentals of what makes a great B2C campaign are no different to those that make a great B2B campaign: Engaging, relevant content served on the right channel to the right person at the right time to drive an action.
The delivery platforms for B2B and B2C used to be different: Out-of-home, TV, print, radio, retail to reach consumers and a mix of trade shows, trade press, smaller in-person events and telemarketing for B2B. The delivery channels have now largely converged and whether you’re a business leader, decision-maker or practitioner, you’re still a consumer and you’re consuming personal & business content across the same channels. Across social media, web and commerce you have the have the same expectations in your professional capacity as you do as a consumer. Your B2B customer experience is being compared to Netflix, Amazon, and all of the other services we use every day.
As a result, the expectations for digital interactions are higher than ever before and it’s important to have consistency across all channels, including your sales team. One voice, one message.
What for you is the key to any successful marketing campaign – what actually makes a ‘good lead’?
A good lead is one that results in new business and adds to the top-line. I place a high value on the use of an ideal customer profile (ICP) – that captures the prospect’s role, industry, company size and current digital footprint. Getting that right requires close collaboration between sales and marketing teams, but the impact can be enormous. I’m never happier than when a lead that comes in as a result of a campaign matches our ideal customer profile and ultimately leads to a sale and a long-term relationship.
How important is technology in modern marketing?
Technology is fundamental to any and every marketing activity today. Modern marketing is a blend of creativity and technology, and the fact is that even offline channels are defined and augmented by digital tools and capabilities. Every audience – whether it’s B2B or B2C is now digital first, and they increasingly expect an outstanding and personal digitally driven experience from brands.
Having great creative campaigns and engaging content is one thing, but understanding how to get it in front of the intended audience at the right time, on their favoured channel, presented in a way that is highly relevant to them and what they care about in the moment is what makes it effective.
Even experiential pop-ups are not entirely offline as they’re geared towards shares and interactions on social media. If an experiential event takes place and no-one tweets about it, did it really happen?
What are the biggest pain points in a marketing campaign?
You always want to be able to move faster so time-to-market is my biggest pain point. Striking the right balance between acting quickly and with agility, and making thorough, considered plans has always been a major challenge for marketers. However pressed for time we are, quick and ineffective is not a solution and so a little bit of patience goes a long way.
And finally, if you could ask your peers for one piece of advice or help, what would it be?
I’d love to know of a reliable resource for company information that’s accurate for EMEA. In our business being able to identify ideal customers relies on being able to find out information on number of employees, turnover, subsidiaries and much more. If anyone can recommend one, I’m all ears.
If you have medical insurance, chances are you’ve become exasperated at some point trying to find an available doctor or mental health practitioner in your health plan’s network.
You find multiple providers in your plan’s directory, and you call them. All of them. But the number is wrong. Or the doctor has moved or retired or isn’t accepting new patients. Or the next available appointment is three months away. Or the provider isn’t actually in your network.
Despite state and federal regulations that require more accurate health plan directories, they still can contain errors and often are outdated.
Flawed directories not only impede our ability to get care. They also signal that health insurers aren’t meeting requirements to provide timely care — even if they tell regulators they are.
Worse, patients who rely on erroneous directory information can face inflated bills from doctors or hospitals that turn out to be outside their network.
In 2016, California implemented a law to regulate the accuracy of provider directories. The state was trying to address long-standing problems, illustrated by an embarrassing debacle in 2014, when Covered California, the insurance marketplace the state formed after the passage of the Affordable Care Act, was forced to pull its error-riddled directory within its first year.
Also in 2016, the federal Centers for Medicare & Medicaid Services demanded more accurate directories for Medicare Advantage health plans and policies sold through the federal ACA marketplace. The federal No Surprises Act, which took effect this year, extends similar rules to employer-based and individual health plans.
The No Surprises Act stipulates that patients who rely on information in their provider directories and end up unwittingly seeing doctors outside their networks cannot be required to pay more than they would have paid for an in-network provider.
Unfortunately, inaccurate directories continue to plague the health care system.
A study published in June in the Journal of Health Politics, Policy and Law analyzed data from the California Department of Managed Health Care on directory accuracy and timely access to care. It found that, in the best case, consumers could get timely appointments in urgent cases with just 54% of the doctors listed in a directory. In the worst case: 28%. For general care appointments, the best case was 64% and the worst case 35%.
A key takeaway, the authors wrote, is that “even progressive and pro-consumer legislation and regulations have effectively failed to offer substantial protection for consumers.”
Few know this better than Dan O’Neill. The San Francisco health care executive called primary care doctors listed in the directory of his health plan, through a major national carrier, and couldn’t get an appointment. Nobody he talked to could tell him whether UCSF Health, one of the city’s premier health systems, was in his network.
“I spent close to a week trying to solve this problem and eventually had to deliver up and pay the $75 copay to go to urgent care because it was the only option,” O’Neill says. “I now live a seven- or eight-minute walk from the main UCSF buildings, and, to this day, I have no idea whether they are in my network or not, which is crazy because I do this professionally.”
Consumer health advocates say insurers aren’t taking directory accuracy seriously.
“We have health plans with millions of enrollees and hundreds of millions in reserves,” says Beth Capell, a lobbyist for Health Access California. “These people have the resources to do this if they thought it was a priority.”
Industry analysts and academic researchers say it’s more complicated than that.
Health plans contract with hundreds of thousands of providers and must hound them to send updates. Are they still with the same practice? At the same address? Accepting new patients?
For doctors and other practitioners, responding to such surveys — sometimes from dozens of health plans — is hardly at the top of their to-do list. Insurers typically offer multiple health plans, each with a different constellation of providers, who don’t always know which ones they’re in.
The law gives insurers some leverage to induce providers to respond, and an industry has sprung up around collecting provider updates through a centralized portal and selling the information to health plans. Yet health plans and providers often have outdated data systems that don’t communicate with each other.
A significant improvement in health plan directories will require “more connectivity and interoperability,” says Simon Haeder of Texas A&M University’s School of Public Health, a co-author of the study on directory accuracy and timely access.
Until that happens, you need to fend for yourself. Use your health plan’s provider directory as your first stop or to check whether a doctor recommended by a friend is in your network.
Remember the laws that say you can’t be charged out-of-network rates if the doctor you visit was listed in your health plan’s directory? You’ll have to prove that was the case. So take a screenshot of the directory showing the provider’s name — and save it.
Call the doctor’s office to double-check. Take notes. Get the name of the person you talked to. If there’s a discrepancy or you find an inaccurate entry, report it to your health plan.
KHN (Kaiser Health News) is a national newsroom that produces in-depth journalism on health issues.
Pathways to Recovery is a free and confidential drug and alcohol service for adults (including offenders), families and carers in Warrington. Our recovery teams work across the Borough of Warrington. These include Doctors, Recovery Coordinators, Nurses, Recovery Champions, Peer mentors and Volunteers.
We operate an open access service, meaning 6 days a week you can just walk in and ask to see someone about your needs. What will follow is a one to one intervention with a recovery coordinator, who will assess your needs and agree a plan of action to meet those needs. Alternatively you can speak to your GP, your support worker, mental health practitioner or housing officer who can refer you to us. Following this referral we will contact you and agree a date for you to come in.
Monday, Wednesday, Thursday, Friday: 9am - 5pm
Tues: 9am - 7pm
Sat: 9am - 1pm
Self referral or via other agency
This information was supplied by Serco Global Services on 27 July 2022.
University of Wyoming Faculty, Staff and Students now have access to a powerful online learning and development platform. LinkedIn Learning offers relevant, up-to-date content taught by credible industry experts on a wide range of business, technology and creative subjects. Access over 15,000 courses in 7 different languages taught by real-world practitioners, located across the globe. LinkedIn Learning provides certification preparation for a multitude of technical based programs including Adobe, Oracle, Cisco, Unity 3D and Microsoft along with continuing education units for National Association of State Boards of Accountancy (NASBA), Project Management Institute (PMI) and the Society for Human Resource Management (SHRM).
Andvari Associates, an investment management firm, published its second-quarter 2022 investor letter – a copy of which can be downloaded here. For the first six months of 2022 Andvari was down 30.9% net of fees while the SPDR S&P 500 ETF was down 20.0%. Go over the fund’s top 5 positions to have a glimpse of its finest picks for 2022.
In its Q2 2022 investor letter, Andvari Associates mentioned Adobe Inc. (NASDAQ:ADBE) and explained its insights for the company. Founded in 1982, Adobe Inc. (NASDAQ:ADBE) is a San Jose, California-based multinational computer software company with a $188.0 billion market capitalization. Adobe Inc. (NASDAQ:ADBE) delivered a -29.13% return since the beginning of the year, while its 12-month returns are down by -35.79%. The stock closed at $401.90 per share on July 22, 2022.
Here is what Andvari Associates has to say about Adobe Inc. (NASDAQ:ADBE) in its Q2 2022 investor letter:
"We added to our positions in other current holdings and we also started a new position in a company we have known for decades: Adobe Inc. (NASDAQ:ADBE). Adobe is a software company that has been around for nearly 40 years. We are intimately familiar with the company. Andvari’s own founder and Chief Investment Officer started using Adobe products over 25 years ago. Adobe is also one of several companies featured in an Andvari white paper about business lessons learned from the evolution of the desktop publishing software industry.
There are many reasons why Adobe is a high quality company, but let’s first outline what the company does. The company divides its offerings into two groups: Digital Media and Digital Experience. The Digital Media segment contains the products with which most people are familiar, such as Photoshop for photo editing, Illustrator for digital illustrators, and Acrobat for creation, editing and signing of documents in Adobe’s own ubiquitous PDF file format..." (Click here to see the full text)
Our calculations show that Adobe Inc. (NASDAQ:ADBE) fell short and didn’t make it on our list of the 30 Most Popular Stocks Among Hedge Funds. Adobe Inc. (NASDAQ:ADBE) was in 93 hedge fund portfolios at the end of the second quarter of 2022, compared to 94 funds in the previous quarter. Adobe Inc. (NASDAQ:ADBE) delivered a -2.05% return in the past 3 months.
In June 2022, we also shared another hedge fund’s views on Adobe Inc. (NASDAQ:ADBE) in another article. You can find other investor letters from hedge funds and prominent investors on our hedge fund investor letters 2022 Q1 page.
Disclosure: None. This article is originally published at Insider Monkey.
1. Advocacy: The articulation of personal values and ethics related to evidence-based facts to persuade and educate others in the practice of sustainable landscapes.
a. Oral Communication: Clearly conveying information and ideas through speech to a variety of individuals or groups in a manner that engages the audience and helps them understand and retain the message.
b. Written Communication: Clearly expressing ideas in writing using different writing technologies and mixing texts, data, and images.
c. Visual Communication: Clearly conveying and communicating visual information and ideas using two- or three-dimensional physical products or digital media.
3. Design Skills: The ways of thinking that support thoughtful, creative, and imaginative learning facilitated through the development of design thinking mindsets and the practice of high-quality craftsmanship.
4. Clarity of Concept: The expression of a big design idea, articulated in simple terms, recognizable as a thread through multiple design iterations.
5. Problem-Solving: The use of divergence and convergence throughout a process that includes locating a challenge or problem, gathering data, clarifying the problem, generating alternatives, recommending appropriate solutions, and developing a plan of action for implementation.
The World Health Organisation has warned that global COVID-19 cases are spiking, having risen for the fifth consecutive week. Video / AP
A Canadian woman experiencing ongoing long Covid symptoms more than two years after catching the virus has applied for voluntary euthanasia.
Tracey Thompson, a Toronto resident in her 50s, told CTV News she had begun the process of applying for Medical Assistance in Dying (MAiD), a procedure that first became legal in Canada in 2016, due to her enduring illness and lack of financial support.
The former chef has lost 26 months of income, has no foreseeable ability to return to work, and expects to run out of money in about five months.
"(MAiD) is exclusively a financial consideration," she said. "My choices are basically to die slowly and painfully, or quickly. Those are the options that are left."
Thompson said in addition to severe fatigue, her symptoms included being unable to read books or text longer than a tweet, blurring vision around sunset, difficulty digesting food, altered sense of taste and smell, difficulty breathing, and scars on her heart from swelling due to myocarditis.
Long Covid is ill-defined and difficult to diagnose. Some experts claim roughly 5 per cent of people who contract the virus go on to develop long-term symptoms, including shortness of breath, fatigue, fever, headaches and "brain fog".
Thompson told the Canadian broadcaster she previously worked long hours in a physically demanding job, but now finds standing up to get a glass of water a challenge.
"From being able-bodied and employed to basically bedbound," she said.
"I can't get up on average for 20-plus hours. I have very little capacity to expend the energy physically, mentally and emotionally, so I try to stay home all the time."
Thompson stressed she didn't want to die.
"I'm very happy to be alive," she said.
"I still enjoy life. Birds chirping, small things that make up a day are still pleasant to me, they're still enjoyable. I still enjoy my friends. There's a lot to enjoy in life, even if it's small."
But she said she didn't think she could survive without an income.
"I don't relish the idea of suffering for months to come to the same conclusion," she said.
"When support is not coming, things aren't going to change. It seems irrational to put myself through that just to die in the end."
Since "long Covid" is not clearly outlined in the Ontario Disability Support Programme, Thompson said it was unclear whether she would qualify, and the process could take years.
Even if she was eligible, Thompson said the maximum monthly amount of $C1169 would at best cover her rent.
"That would be the entirety of my living budget," she said.
Thompson told the broadcaster she had so far sought one doctor's approval for MAiD and was waiting on a second specialist.
Under the scheme, an applicant needs two independent doctors or nurse practitioners to confirm they meet the criteria of having a "grievous and irremediable medical condition", being "in an advanced state of decline that cannot be reversed", and experiencing "unbearable physical or mental suffering from your illness, disease, disability or state of decline that cannot be relieved under conditions that you consider acceptable".
Canadians do not have to have a terminal illness to be eligible for MAiD.
Assisted suicide became legal in Canada in 2016, but only for those with a terminal illness whose natural death was "reasonably foreseeable".
That requirement was removed last year with a sweeping euthanasia law called Bill C-7, replaced with the language "cannot be relieved under conditions that you consider acceptable".
Thompson said she was confident she would get approval.
"As best I know, I would meet the criteria," she said. "I'm very ill. There is no treatment. There is no cure. You don't have to be terminally ill."
Canada's permissive euthanasia laws have been the subject of intense debate and questions over whether people are choosing to die due to lack of financial support.
"One of the things that becomes very difficult to tease out is when suffering is related to the fact people don't have housing or food and how that is so difficult to separate from suffering related to a medical condition," Toronto palliative care doctor Naheed Dosani told CTV News.
"My worry is that we are creating a situation where it is easier for people to choose death by MAiD than to choose to live well, because society is not offering them adequate access to money, housing, food security and social support."
In a column for The Spectator earlier this year, Oxford lecturer Yuan Yi Zhu bluntly asked, "Why is Canada euthanising the poor?"
He noted that "despite the Canadian government's insistence that assisted suicide is all about individual autonomy, it has also kept an eye on its fiscal advantages".
"Even before Bill C-7 entered into force, the country's Parliamentary Budget Officer published a report about the cost savings it would create: whereas the old MAiD regime saved $C86.9 million per year – a 'net cost reduction', in the sterile words of the report – Bill C-7 would create additional net savings of $C62 million per year," he wrote.
"Healthcare, particular for those suffering from chronic conditions, is expensive; but assisted suicide only costs the taxpayer $C2327 per 'case'. And, of course, those who have to rely wholly on government-provided Medicare pose a far greater burden on the exchequer than those who have savings or private insurance."
Thompson told CTV she was mindful of the intersection between assisted suicide and marginalised groups in society.
"The government as a body is telling people that they're willing to assist them to death because they don't have enough money to live with dignity," she said.
"That is a pretty clear signal to me that, unless you are able-bodied enough or able-minded enough to work to produce profit, then you don't have any place here. That seems really clear to me."
From March 17 next year, the scheme will be expanded even further to those "whose only condition is a mental illness" — making Canada one of only a handful of countries to allow the practice.
According to the Canadian government's most recent figures, there have been a total of 21,589 medically assisted deaths since 2016.
Under the MAiD scheme, the applicant can choose either to have a physician administer a lethal substance, or prescribe the drug for them that the person can take themselves.
The medications most often used to induce death in MAiD cases were powerful sedatives propofol, midazolam and rocuronium, an analysis published in the Canadian Medical Association Journal found.
"Patients who choose to take the prescribed drugs on their own are strongly encouraged to share their plans and the contact information of their doctor or nurse practitioner with family or friends, or in writing somewhere easily located," a patient fact sheet reads.
"This will help ensure authorities are aware the death was planned."
According to an Ipsos poll this year, 86 per cent of Canadians support the country's assisted suicide laws.
SUICIDE AND DEPRESSION
Where to get help:
• Lifeline: 0800 543 354 (available 24/7)
• Suicide Crisis Helpline: 0508 828 865 (0508 TAUTOKO) (available 24/7)
• Youthline: 0800 376 633 or text 234 (available 24/7)
• Kidsline: 0800 543 754 (available 24/7)
• Whatsup: 0800 942 8787 (12pm to 11pm)
• Depression helpline: 0800 111 757 or text 4202 (available 24/7)
• Anxiety helpline: 0800 269 4389 (0800 ANXIETY) (available 24/7)
• Rainbow Youth: (09) 376 4155
If it is an emergency and you feel like you or someone else is at risk, call 111.
Contact: Carl Smith
STARKVILLE, Miss.—Two talented physicians with more than 30 years of combined experience are now serving Mississippi State students, faculty and staff at the Longest Student Health Center.
Drs. Jennifer Gholson and Kennieth McCollough officially began their duties Monday [Aug. 1] at the university’s health care facility located on Hardy Road.
In addition to his primary care duties at LSHC, McCollough will serve as the main medical contact for the athletic department, said MSU Student Health Services Director Dr. Katrina Poe.
“Dr. Gholson brings a wealth of primary care experience that will be beneficial to our campus community in need of care for acute or chronic health issues. She is also a certified life coach, which offers an aspect to our health care team that we have not had previously,” Poe said. “With Dr. McCollough having a background in sports medicine, he will be available to provide a more specialized approach to patients with musculoskeletal issues.”
Gholson and McCollough join a full-time staff of Drs. Phillip Pearson and Poe, along with family nurse practitioners Missy Dodson, Cindy Lockhart, LaPorshia McBeth and Emily Sesser. They also work with Drs. Shelia Crowley and Mike Mabry and nurse practitioner Myra Fitts, three retired clinicians who provide care for patients at the center on an intermittent basis.
Gholson began her medical career as a family physician at Tylertown’s Walthall Clinic in 2002. Five years later, she opened her own private practice in Summit.
She also has more than 10 years of executive-level leadership experience with health care policy through consulting. In addition to operating her own consulting firm since 2010, her other previous non-physician roles included serving as an adjunct professor in William Carey University’s College of Osteopathic Medicine and a variety of consulting, medical director and chief medical officer positions for agencies and organizations including Blue Cross Blue Shield of Tennessee, Humana and United Healthcare.
Gholson graduated cum laude with a bachelor’s degree in biology and honors in art history from Millsaps College and earned a Doctor of Medicine degree from Tulane University’s School of Medicine. She completed a one-year surgery internship and three-year family medical residency at East Tennessee State University.
“I see MSU as a great incubator for innovation. I have always been an outside-the-box thinker, and MSU is giving me the opportunity to explore those ideas,” she said. “I am passionate about preventative health in the mental and physical health arenas. My hope is to utilize my skill set to make a difference in the health of faculty, staff and students. I emphatically believe impacting MSU students’ mental and physical health positively now will lead to great dividends in their future and ultimately the future of the state of Mississippi.”
McCollough worked at two physical therapy clinics in Sylacauga, Alabama, from 1999-2004 before earning his Doctor of Medicine degree from the University of Alabama’s School of Medicine in 2008.
He was a primary care sports medicine fellow at the American Sports Medicine Institute in Birmingham, Alabama, from 2011-2012 and a primary care sports medicine physician at the North Alabama Bone and Joint Clinic in Florence, Alabama, from 2012-2013. From 2014-2017, he owned and operated Coosa Valley Sports Medicine in Sylacauga before becoming an assistant professor of sports medicine at the University of Alabama-Birmingham’s Department of Orthopaedic Surgery.
McCollough earned bachelor’s degrees from the University of Mississippi in physical therapy and the University of Southern Mississippi in athletic training, and a master’s degree in exercise science also from USM. He completed a three-year internal medicine residency at Baptist Medical Center in Birmingham, Alabama.
“This would meet the definition of a dream job, for sure. I grew up a State fan. From the moment I began talking with the university, I felt right at home,” McCollough said. “I am so humbled to be a part of such a talented and dynamic group of doctors and sports medicine providers. The teamwork and infrastructure here is indescribable and was built carefully and deliberately over the years. I truly hope to honor their legacy and even build upon this foundation in the days ahead. There is so much potential here, and I am very fortunate to be a part of it. I look forward to seeing what the future brings.”
The John C. Longest Student Health Center falls under the umbrella of MSU Student Health Services within the Division of Student Affairs, which also includes the Student Counseling Center and Health Promotion and Wellness.
For more information about MSU Student Health Services, visit www.health.msstate.edu.
MSU is Mississippi’s leading university, available online at www.msstate.edu.
New survey finds 45% of FinOps Practitioners make $100K-plus a year
PORTLAND, Ore., Aug. 3, 2022 /PRNewswire/ -- More companies in more industries are starting and growing FinOps teams and practices as they shift to the cloud and seek a better handle on forecasting and planning cloud migration and spend, according to a new survey conducted by the non-profit organization the FinOps Foundation.
FinOps, the field of cloud financial management, is also emerging as a lucrative career. More than 45% of practitioners surveyed make over $100K a year with the average career tenure at three years.
The State of FinOps 2022 survey, which helps companies better focus and innovate around real-time cloud financial management, included more than 1,000 FinOps practitioners from around the world and companies representing more than $40 billion in collective cloud spend. It is the second annual "State of FinOps" report.
The State of FinOps
This year's survey results underscore that Global 2000 companies continue to adopt FinOps and, while companies do so in a myriad of ways, the end result is a more scalable and successful FinOps culture and practice.
More than half of the respondents (54%) represent industries other than financial services and technology companies, indicating that FinOps is proliferating beyond the early adopters wanting to make sense of cloud costs. Respondents from industries included telecommunications, retail, manufacturing and Energy were included.
Also, 45% of respondents represented organizations with 10,000 or more employees. FinOps practitioners report to CTOs (43%), CIOs (24%) and CFOs (17%), indicating its cross functional role, but there were also regional variances in reporting structures
"This survey validates that FinOps isn't just a technical engineering discipline nor is it solely finance based. It's a cultural one that brings together finance, engineering, product and management," says J.R. Storment, executive director of the FinOps Foundation. "Coupled with the fact that most who responded were planning to nearly double the size of their FinOps teams in the next year, there are simply not enough skilled practitioners in this emerging field to fill all the open roles. What we learn from this work will shape how we continue to build and redefine best practices and education of FinOps for our global community of practitioners to fill that need."
Leading Challenges, Activities
Not surprisingly, cost allocation (the ability to report back where cloud spend originated by team or business unit) was identified as the No. 1 priority by 39% of practitioners and it ranked among the top 3 priorities for 64% of respondents surveyed.
While cost allocation is, by far, the leading FinOps activity, it also poses a cultural challenge. Repeating the top result of last year, encouraging engineers to take action on cost optimization remains a top challenge for all companies, although this does alter when you split it out by maturity of the FinOps practice.
Other Key FinOps Insights:
Along with concerns around cost, enabling automation, container cost reporting and reducing wasted and unused resources were noted as key challenges to tackle in the year ahead, especially among respondents representing more advanced FinOps practices.
"These challenges grow in complexity as spend and usage grows," says Storment. "The FinOps Foundation community continues to tackle all of these challenges, creating practical guides and content for every member to use."
The FinOps Foundation has more than 7,000 active members and practitioners contributing to an industry-leading framework, which includes best practices and learnings from innovative organizations and cloud providers such as the Mayo Clinic, Chevron, Target, Box, Expedia, Atlassian, HSBC and Google Cloud Platform.
For more survey insights, access the report here and watch previous virtual events covering the data on the FInOps Foundation's YouTube channel
About the FinOps Foundation
The FinOps Foundation (F2) is a program of the non-profit trade association The Linux Foundation. It is dedicated to advancing every individual who manages the value of cloud with enriching connections, professional advancement, and building capabilities wherever they are. The FinOps Foundation community includes 7000+ individual members, from more than 2800 companies who consume public cloud including Atlassian, Spotify, HSBC, Fidelity, Adobe, Target, JPMorgan Chase & Co and Chevron.
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SOURCE FinOps Foundation