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Exam Code: C_THR12_65 Practice test 2022 by Killexams.com team
SAP Certified Application Associate - Human Capital Management with SAP ERP 6.0 EHP5
SAP Application Practice Test
Killexams : SAP Application practice test - BingNews https://killexams.com/pass4sure/exam-detail/C_THR12_65 Search results Killexams : SAP Application practice test - BingNews https://killexams.com/pass4sure/exam-detail/C_THR12_65 https://killexams.com/exam_list/SAP Killexams : Assignment Phase 1: Research

You will be designing and prototyping the interface for a new feature for the application your team has been assigned. In order to effectively design this interface you will need to research the existing interface, and research the goals, expectations and experiences of beginner and intermediate users.

Step 1:You will begin your process by learning the interface inside and out and practicing a think-aloud user test with yourselves in the roles of facilitator and subject. This will provide you with a chance to get a feel for the new user experience of a beginner while rehearsing the a think-aloud test in a low-risk environment.

Start by having one member of your team, who will later take on the role of test facilitator, go through the entire app in detail on their own, screencapping everything as you go and making note of the existing on-boarding, account signup process, major screens and features for both the mobile and web application.

  • Primary purpose of the application
  • Key application features
  • Interface design patterns (how the visuals work: forms, layouts, colours, icons... etc)
  • Interaction patterns (how they move us through: clicks, taps, scrolls, swipes... etc)
  • Intended users

You will then use your second member as an initial beginner research subject and conduct a practice think-aloud user test.

Before you conduct your practice test, take some time to watch the following Usability Demo video from Steve Krug. While watching the video make note of what he is saying and doing as a test facilitator and the types of questions and responses are present.

Create your own testing script and planned questions and based on the example above and take your team-mate through the test in the role of beginner user.

  • Consider:
  • What did you find out from your initial research and practice user-test?
  • What are some common tasks and activities?
  • What were some initial pain-points, frustrations or issues encountered?
  • How were those issues overcome?

Step 2 - Real Beginner and Intermediate Users:

Having determined the likely intended users for this application, locate 2-3 intended users and conduct think aloud tests with each of them which can help you see the users moving through common tasks or activities in the application.

If at all possible try to ensure at least one of these users is an intermediate user of the application. If you are unable to locate an intermediate user then you will need to work all of your research subjects across the next 2 weeks to have them continue using the app and conduct additional research.

In addition to the think-aloud test, conduct a short interview with your subjects that investigates their background with the tasks, skills and activities related to the application and attempts to build an understanding of their goals and needs within the context of the app and the activities it supports.

The exact format and script of the interview is up to you and your team but don't stay too up on the surface of the issue. Dig down and ask why

Throughout the tests and interviews make note of relevant user goals, issues, frustrations, positive experiences, needs, errors and other information that you can use to inform your future design interventions.

  • Consider:
  • What did you find out from your initial research and practice user-test?
  • What were the user's needs and goals in using the system?
  • Were there any key skills or experience that the interface required or that allowed the user to better use the system?
  • What are some common tasks and activities?
  • What were some pain-points, frustrations, fears, or issues encountered?
  • How were those issues overcome?
  • Were any issues impossible to overcome?

Step 3 - Stakeholder and Designer GoalsThe goals and capabilities of our users are a major driver of the design direction but they are not the only influencer. It is important to remember that your user is not the designer and your own skill, knowledge and integrity remain a controlling influence on the final outcome.

Thus it is important that you as a designer or member of a design team have personal integrity and a clearly defined set of goals and values that shape the work you do. The following talk by Mike Monteiro is a good starting point for remembering the importance of that integrity and I encourage you all to watch it before you begin your own design work.

A final influencer to remember is the stakeholder. Whether its a small business hiring you for freelance work, or a large company like SAP or Strava who have hired you to design for them, your stakeholder has goals of their own (goals that do not always line up with the goals of your user). You must make sure you are aware of your stakeholders goals when you are designing so that you can work to ensure they and your user do not come into conflict. And if a stakeholders goals are too far out of line with their users, consider your own integrity and role in reconciling the disconnect.

Continue to Phase 2 - Synthesis...

This assignment is for the Feature Design Project of IAT 334 - Interface Design

It has been designed at Simon Fraser University for the School of Interactive Art and Technology by Paul Brokenshire

Thu, 18 Nov 2021 14:27:00 -0600 text/html https://www.sfu.ca/~paulb/iat334/stage1.html
Killexams : Best SAP Courses

Planning to work as an IT professional soon or want more out of your career as an IT professional? You can boost your resume and land rewarding career opportunities by mastering SAP software. 

Consider online SAP courses that allow you to work through the material at your own pace. There are several options for all skill levels. 

Benzinga is here to help you find an SAP course that suits your needs and budget. 

Quick Look: Best SAP Courses

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Keep the following considerations in mind as you explore SAP courses and choose the right one for you. 

Taught by an SAP Expert 

Is your instructor a seasoned SAP facilitator? Does this person have a track record of success with past students, as indicated by reviews? What type of experience do they have in the field? These are all critical factors to consider as you assess the instructors' background for classes you’re considering. 

Starts with the Basics

Whether you’re an SAP newbie or subject-matter expert, you want a course that features a primer on the essentials. There’s a lot to learn about SAP, and it doesn’t make sense to jump right into more advanced concepts if you don’t have a solid understanding of the basics.  

Includes Supplementary Resources

You want an SAP course that features supplementary resources. These include readings, downloadable resources, assignments and quizzes that allow you to master the material and apply your knowledge in a practice setting. 

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You’ll also notice that the SAP courses are categorized by skill level — beginner, intermediates and advanced courses — to help you find the best fit. 

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SAP Simplified for Absolute Beginners covers the basic functionalities of SAP ERP. You’ll also learn how to navigate the software with ease and conduct transactions. 

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This introductory course from Udemy is also an ideal option for SAP beginners. It includes 2 hours of on-demand video and 1 downloadable resource to provide you with a holistic learning experience. 

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Level up your knowledge today by enrolling in the course. You can register with confidence knowing it comes with a 30-day money-back ensure if the content doesn’t quite meet your needs. 

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3. SAP Financials Essential Training by LinkedIn Learning 

Who it's for: Beginners

Price: Included with the monthly membership 

In a little over 1.5 hours, you can go from a novice to pro in SAP ERP Financials. Let SAP trainer Justin Valley show you the ropes.

SAP Financials Essentials Training dives into ways the ERP can be leveraged to manage your company’s finances and conduct enterprise resource planning. You will also learn how to execute account reconciliations, set up gender ledger documents, add suppliers, generate invoices and reports, use other key accounts receivable and payable features and so much more. 

Here’s a breakdown of the course: 

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Have a solid grasp of SAP basics? Consider these intermediate courses if you want to explore more advanced concepts or learn more about SAP SD and SAP Business One. 

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SAP SD Training – in Plain English features detailed instruction on SAP GUI Setup, the order to cash cycle, master data, SD-FI interface, Customer Material Info Records (CMIR) and more. Plus, there’s a lecture on SAP SD Certification Help in case you want to put your knowledge and skills to use in the field. 

When you register, you’ll get full lifetime access to 132 lectures jam-packed into 28.5 hours of on-demand video. The low enrollment fee also includes 1 article and 53 downloadable resources to supplement critical concepts presented in the lessons. 

The course is facilitated by SAP trainer and consultant Siva Prasad. It’s best to have access to an SAP Server before you register. 

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Who it's for: Intermediate students 

Price: Included with the monthly membership 

Also instructed by Justin Valley, SAP ERP Essential Training offers a primer to get you up and running. This intermediate course then transitions to the primary differences between functional and technical modules, end-user navigation and how to export reports. 

Here’s a quick look at the syllabus: 

  • Overview of SAP
  • Exploring SAP Modules
  • SAP End-User Base Navigations
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You will also take 4 chapter quizzes to assess your knowledge. Doing so helps you identify areas where you excel, along with areas where you may need to focus more to master the material. 

Grab a free seat in the course with a LinkedIn membership. If you’re not yet signed up for a membership, you can enroll for free with a 1-month trial. 

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Who it's for: Intermediate students

Price: Included with the monthly membership 

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Facilitator Steven Lipton, VP of Special Projects at Science Device Laboratory, draws from his years of experience to demonstrate SAP Business One's application using real-life scenarios. He also shows you how to tailor SAP Business One to meet your company’s needs. The lessons are divided into 6 core segments:

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  • Modules: TheTop 6
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Advanced SAP Courses

IT professionals looking for SAP advanced training to pass the certification test or land a more lucrative role will find these courses useful.  

7. SAP SD Advanced Training by Udemy 

Also led by Siva Prasad, this Udemy bestseller moves beyond the basics of SAP SD to help you become a subject-matter expert. It caters to individuals who already understand the fundamentals of SAP SD and want to level up their expertise. 

SAP SD Advanced Training includes 55 lectures condensed into 10.5 hours of on-demand video and 8 downloadable resources. The lessons are categorized as follows: 

  • Introduction 
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  • Pricing – Rounding
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You’ll receive a certificate of completion when you reach the finish line. 

Make sure you have basic knowledge of the SAP Sales and Distribution Configuration before you register. 

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8. SAP ERP: Beyond the Basics by LinkedIn Learning 

Who it's for: Advanced students 

Price: Included with the monthly membership 

Master more advanced SAP ERP basics with instructor Justin Valley. This advanced course from LinkedIn Learning requires 1.5 hours of your time and also includes 4 chapter quizzes to test your comprehension of the material as you progress. 

SAP ERP: Beyond the Basics includes 4 modules: 

  • SAP Personal Settings
  • SAP Advanced Navigation 
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Upon completion, you’ll know how to use SAP ERP to support all essential components of your business. 

The registration fee is included with a LinkedIn membership or you can access the course with a 1-month free trial. 

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SAP ERP: Become an SAP S/4HANA Certified Consultant equips you with the skills and knowledge you need to impress prospective employers. It’s also a good fit for IT professionals who want to prepare for and pass SAP exams on the first attempt. 

Instructor George Boyle, SAP Project Manager at Accenture, breaks the course down into these categories: 

  • Introduction to SAP S/4 HANA
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Sign up today for full lifetime access to 9 hours on-demand video, 17 articles and 16 downloadable resources. The course is backed by a 30-day money-back ensure if you’re unsatisfied for any reason. 

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Don’t spend hours sifting through dozens of articles and textbooks to learn SAP. Consider an online course to bring you up to speed. Regardless of your skill level, there’s an affordable option that meets you right where you are. 

Our top picks are a great place to start. They’re taught by SAP experts and include supplementary resources to ensure you get the most from your online learning experience. Even better, the classes are self-paced so you can work through the material at your own pace when it’s convenient for you.

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Q

What does SAP stand for?

A

SAP stands for Systems, Applications and Products in Data Processing.

Mon, 11 Jul 2022 12:01:00 -0500 text/html https://www.benzinga.com/money/best-sap-courses
Killexams : Automation Tester

Automation Tester

  • Hoofdkantoor Veghel
  • Technology & Data
  • Veghel
  • 32-40 uur

Automation Tester for our SAP Domain

Do you have work experience as an automation tester and your ambition is to someday be able to lead a test chapter and set up the testing procedures within our domain? Please let us know, it doesn't matter if this ambition could become reality soon or if you still need some more experience.
At Jumbo Tech Campus we are strengthening our testing practice and are looking for the right Automation Tester. We are looking for a pragmatical tester that has the can-do mentality and can decide which scripts should be automated and is also capable and willing of performing some manual test cases if required.
Automation Tester at Jumbo Tech Campus
As an automation tester, you play an important role in the transition between SAP R3 and SAP/4HANA and are capable of setting new standards to make sure we build our regression sets from day one. As a tester, you will be part of one of our scrum teams, in this case, one of the SAP SCM Teams that is focused on making sure we can deliver our products to customers or stores with minimal disruption. Within this scrum team consisting of 2/3 developers, 2 consultants, 1 tester and a product owner, you will be assisted by consultants and developers making sure we deliver business value every day.
During the software delivery process, it is also key to involve the business during the creation of test scenarios and actively support the business during acceptance testing . We are currently working with TOSCA, SOAPUI and Selenium in some cases and have actively started documenting our test cases in test management tooling. But with your help, we are looking to speed this process up.
Within Jumbo, the scrum master role is often picked up together with another software engineer role such as Tester, Developer or Consultant. So do you also have experience or ambition to jointly perform the role of scrum master and tester, then you are applying for the right role.

Ben jij...

As a Software Automation Tester, you will

  • Be an active part in the migration of our landscape to S/4;
  • Be an active part in raising our quality standards and at the same time reduce our time to market;
  • Be the guard of quality within your team, but also within other teams and the business;
  • Carry out test strategy decisions across multiple teams;
  • Document test cases for SAP, together with your team and with other non-sap teams;
  • Work test automation software;
  • Share your knowledge and expertise in testing with your colleagues, other teams and departments;
  • Collaborate with other team members to debug and gain insights into problems that might occur;
  • Proactively keep a helicopter view on the complete chain and involve other teams/systems where appropriate.

Apart from the Jumbo DNA (Together, We Win by Striving Forward), we ask:

  • Pro-active attitude and being able to advise other team members in the role they can play in quality delivery
  • You to be enthusiastic about exploring new solutions
  • Thinking outside the box
  • Have ISTQB/ TMap certification
  • Knowledge of Test Automation is a must
  • Tosca experience or certification is a pre
  • Experience testing within an SAP environment

Working for Core systems within the Jumbo Tech Campus means being part of the Jumbo family. This means that we enjoy a warm and friendly working environment. Respect, friendliness, good communication and togetherness are good words to describe our teams.

Scan vacaturetekst

Wat je van ons krijgt

What's in it for you?

Of course, good work will be rewarded. However, Jumbo offers more than just a good salary. We think it is important that you are happy and that you are having fun at work. That is why we invest in you and your personal development by means of:

  • An excellent yearly salary, depending on your experience;
  • A flexitime arrangement and the possibility to work from home;
  • 30 holidays per year and a yearly bonus;
  • A collective discount (up to 20%) for buying a new bicycle;
  • Personal development budget;
  • Training and courses developed by our own Jumbo Academy;
  • A workplace at our very own Jumbo Tech Campus;
  • Do you live outside of the Netherlands? Then we will take care of your relocation process! Read more about this here .

Become your very own career's entrepeneur and apply for the Automation Tester position. After that, we will do our best to contact you. An e-assessment is part of the application procedure. If you have any questions about the job, do not hesitate to contact us. We are happy to help you.


Meld Misbruik

Jumbo Supermarkten

Standplaats: Veghel

18 juli 2022

Vacature kenmerken


Functiegroep
Automatisering / Internet

Functie
automation tester

Branche
Detailhandel

Dienstverband
Vast

Uren
32 - 40 uur per week

Opleidingsniveau
HBO

Carriere
Ervaren

Werklocatie
Rijksweg, Veghel

Sun, 17 Jul 2022 21:40:00 -0500 NL text/html https://tweakers.net/carriere/it-banen/475492/automation-tester-veghel-jumbo-supermarkten
Killexams : SAP Authorisations Consultant
  • The SAP: Authorisation Consultant is responsible for the day-to-day activities associated with administering and controlling the user authorisation across all SAP landscapes. The role will manage all logs within the authorisation space and play a role in the design and implementation of new authorisations for the enterprise. This will include Fiori Authorisation as well. This role will encompass both technology and process aspects with a focus of owning change management and continuous improvement across the organisation

Desired Skills:

  • SAP GRC
  • Troubleshooting
  • QA system
  • SAP Solution Manager
  • – Support QA
  • UAT

Desired Work Experience:

Desired Qualification Level:

About The Employer:

– Incident Management: Administration of authorisation calls via SAP Solution Manager or SAP GRC. Troubleshoot & resolve security issues and provide configuration fixes based on issues.
– Support access provisioning process to allow user access requests via SAP GRC.
– Resolution of SAP authorisation support calls within agreed SLAs.
– Day to day administration: creating new users, assigning access, unlocking users, assignment of position-based authorisations, troubleshooting SAP authorisation errors, etc.
– Running SAP access and GRC reports as required.
– Raising requests for changes on SAP Solution Manager.
– Responsible for role design and role testing in the QA system i.e. role build, drafting test scripts for UAT, creating new tester profiles, assigning access.
– Hosting of Workshops for Super user Role Usage and Management of Super users Understand the business requirements to perform the role engineering in line with industry best practice.
– Design, develop & configure security solutions to meet business requirements adhering to industry best practices.
– Collaborate with project teams to ensure that security solutions are integrated into SAP GRC.
– Support QA, UAT & other testing activities performed by different teams.
– Documentation and delivery of Custom Concepts for Compliant User & Role Administration.
– Create transition/deployment plans that includes step-by-step instructions to enable support teams post go-live.
– Identify and evaluate business & technology risks. Raise risk awareness & make recommendations to mitigate these risks.
– Propose security guidelines, access policies, disaster recovery plan, business continuity roadmap (work closely with information security consultants and internal auditors or risk management teams).
– Ability to innovate & learn new skills as required in supporting a continually changing technical environment.
– Ensure SAP note/ enhancement pack implementations (Functional & Security).
– Any other ad hoc duties as required by management.
– This position requires a strong customer service attitude, attention to detail and quality, the ability to multi-task, a team focus, strong interpersonal skills and adherence to firm IT standards and change management procedures.

Minimum Education/ Experience

– NQF level 6 certification or above.
– Minimum of 5 years’ experience in global industry or IT environment.
– Minimum of 5 years’ experience with SAP with a focus on supporting and configuring SAP Access Control.
– Good understanding on concepts of Segregation of Duties (SoD).

Learn more/Apply for this position

Thu, 07 Jul 2022 00:30:00 -0500 en-US text/html https://it-online.co.za/2022/07/07/sap-authorisations-consultant-3/
Killexams : Writing up your clinical trial report for a scientific journal: the REPORT trial guide for effective and transparent research reporting without spin

The CONSORT checklist and CONSORT-based web tool writing aid tool: an important first step

An important first reporting step is to locate a reporting checklist that matches your study design. A comprehensive list of reporting checklists can be found at the EQUATOR network’s website.4 For a trial, the appropriate reporting checklist is the CONSORT checklist3 for which there are several extensions that may be relevant. We encourage you to go to the ‘Toolkits’ section at the EQUATOR network’s website5 where you can find information to help you select the appropriate reporting checklist. You may also find the CONSORT-based WEB tool (COBWEB)6 useful in your writing and checklist adherence. As stated on the COBWEB(site): ‘COBWEB is an online manuscript writing aid tool intended to guide authors through the process of manuscript writing of RCTs in line with the Consolidated Standards of Reporting Trials (CONSORT) and its subsequent extensions’. We highly recommend you use this tool, as it will facilitate effective trial reporting. It will help you avoid many of the documented problems with CONSORT adherence, such as poor reporting of randomisation methods or description of sample size estimation.7

For more information on reporting checklists: 1 4 6 8 9

Keep the trial protocol and registration next to you as you write the report

Journal reviewers and editors will be some of the first professional readers of your trial report when submitted to an academic journal. They want to know if you did what you set out to do and—if not—why you made changes. They will look at your trial registration and protocol, if publicly available or submitted with the trial report—comparing the information in the trial registry to that in the trial report and looking for consistency for important trial characteristics. Authors of systematic reviews will do the same when they include your trial—once published—in their review and assess bias, for example, in the selection of your reported results.10

We encourage you to take the same approach as reviewers and editors when you write your trial report. Have the trial protocol open and the registration available when you write—generally use a copy-paste approach for important trial characteristics to increase transparency and consistency for two related work packages of the same research project (figure 1). Sometimes the trial report will be flagged by plagiarism checkers that journals use because the methods sections are very similar. Ensure you reference previous work and consider presenting the argument for this approach in the cover letter and/or the trial report itself. The guide ‘Avoiding Plagiarism, Self-plagiarism, and Other Questionable Writing Practices: A Guide to Ethical Writing’ by Dr Miguel Roig is a helpful and detailed resource.11 Roig made the case for more editorial flexibility when it comes to textual reuse of technical descriptions—especially for writers who do not have English as their first language.12 Finally, check any author/publisher copyright agreement if you have published your trial protocol to avoid any copyright infringement.

Figure 1

We encourage you to have the protocol open and trial registration available when you write. If you use a copy-paste approach, it will facilitate consistency between trial protocol, registration and report.

Using a copy-paste approach will help you report important trial items in the same order and with the same wording as used in the registration. Examples of important trial items include aim, selection criteria and outcomes. If you deviated from the plan (common and acceptable with a reasonable explanation) transparently report it and why. Many journals require that you upload the trial protocol as a supplemental file to the trial report. A copy-paste approach creates a strong link between these two documents and increases readability. If wording cannot be copied and pasted 100% for consistency, we suggest you check carefully if the meaning is still the same. For example, you may have come up with a better title after having revised the trial report many times, or you realised that the trial objective could have had better wording.

Writing your trial report

Structure: Introduction, Methods, Results and Discussion

Most scientific journals prefer a trial report style that follows the IMRaD-structure (ie, Introduction, Methods, Results and Discussion).13 You can find useful generic information on how to structure scientific papers from the PLOS collection.14 We provide additional information relevant to the different sections of a trial report below.

Crafting a ‘tempting title’

Declarative and descriptive titles are the typical types of titles a reader is likely to encounter in the sports & exercise medicine field. A declarative title declares the key message (often a key result; eg,’ Meniscus or cartilage injury at the time of anterior cruciate ligament tear is associated with worse prognosis for patient-reported outcome 2–10 years after anterior cruciate ligament injury: a systematic review’).15 A descriptive title describes what the reader can expect to find in the trial report (often the type of study, the population or the outcome; eg’ Which treatment is most effective for patients with Achilles tendinopathy? A living systematic review with network meta-analysis of 29 RCTs’).16 When crafting a title for your trial report, consider whether you are aiming to engage the reader, inform the reader, or both, and if possible finalise the title with the design of your study.

Scientific writers can be creative without being frivolous, trivial or unscholarly/unscientific. A tempting title does not mean one has engaged in ‘spin’.17 We recommend aiming for a declarative title where possible—the title is your chance to share a powerful first impression with your reader—although, we recognise you do not always have a choice. Adopting the engaging: informative style18 offers a way to let your creativity flow, without straying too far from scholarly conventions and inviting the stroke of an obstinate editor’s correction pen. Here is one example:’ Running themselves into the ground? Incidence, prevalence, and impact of injury and illness in runners preparing for a half or full marathon’.19

Your tempting title might comprise two, or even three, parts: (1) the hook: perhaps a play on words or a metaphor, (2) the key message, where you declare why the reader will want to read on or what she will find if she reads on, and (3) a key distinguishing feature of your trial report: perhaps a characteristic of the population, the type of trial (eg, double-blind superiority trial) or time frame for data collection). To facilitate correct PubMed indexing and identification, the CONSORT group3 encourages authors to include the study design in the title (eg, ‘an RCT’).

The stylish academic writer: three suggestions to help you capture and engage your reader’s attention

Scientific writing and creative writing are not polar opposites. Our statement in the last section on tempting titles bears repeating: scientific writers can be creative without being frivolous or unscholarly. Like with your title, we recognise you may not always have a choice about some aspects of style (eg, some journals require third person perspective and forbid using first person pronouns like we measured quadriceps strength using an isokinetic dynamometer.’).

Suggestion 1: use concrete language and banish passive sentences

Consider replacing ‘There are numerous approaches to the quantification of training load’ with ‘There are at least three tools to measure training load’. Even more concrete is: ‘We describe three tools clinicians could use to measure training load in recreational runners’ because (1) your reader knows how many ways to measure training load she can expect to read about, and (2) she knows something about the population. She also knows who is doing what to whom: clinicians (who) are measuring (doing what) the training load of recreational runners (whom). Numbered or ordered lists help you organise your thoughts and convey a clear message to your reader.

Suggestion 2: write in active sentences that are driven by active vivid verbs

Even when your writing context is constrained or less flexible (or perhaps inflexible) given journal requirements, we encourage you to address your reader directly—with active writing. One can choose to write concise, clear, coherent sentences or one can choose vague, passive, verbose sentences. Which sentence holds your attention as a reader? Concrete language uses active verbs (eg, describe, explore, compete, measure), avoids abstract nouns (eg, quantification, conversation, completion, effectiveness, discretisation) and clarifies who is doing what, to whom.

Suggestion 3: comb your manuscript for be-verbs and replace them with active verbs

Forms of be, including was, were, been, being, are, is or shown, are also juicy targets for writers who are aiming to resurrect their writing. Passive verb constructions like ‘can be measured’ or ‘were shown’ weigh your writing down. Try replacing a few be-verbs in each paragraph with active, vivid verbs (eg, masquerade, prescribe, roll, shun).

Writing well is a deliberate, careful and considered process. It is a craft that requires time and practice. You will find writing resources and suggested studying on renowned Professor of Linguistics and scientific writing coach Helen Sword’s website.20 Four of the five authors of the REPORT guide do not have English as their first language. In scientific writing, we use the three suggestions above. We also use a ‘how simple can you go’ approach to guard against major linguistic mistakes and to increase readability for readers whose first language is not English. In Lingard et al’s excellent Writing Craft series,21 they identify key grammatical challenges and offer practical tips for native Spanish, French, Dutch and German speakers who are writing in English (table 1).22

Table 1

Key grammatical challenges for Spanish, French, Dutch and German researchers writing in English

Three things to try:

  • Watch Professor Sword explain how to avoid nominalisations.23

  • Run your writing through an online workout.24

  • Train with some Wordcraft Workouts. 25

Abstract: the CONSORT-way

The trial report abstract is important because it will likely have many more reads than the full trial report. Most journals have a word limit for abstracts, and some have mandatory structure and headings. Each of these restrictions can pose a challenge when writing a clear, transparent and detailed abstract—you need to make every word count.21 If journal formatting allows, use the CONSORT for reporting randomised trials in journal and conference abstracts.26 It comes with an explanation and elaboration paper27 as well as an abstract item checklist, which can be downloaded from the CONSORT website.28 Preliminary work from the CONSORT group showed that all the checklist items can fit within 250–300 words.27 The CONSORT website also has a sample study that implements the CONSORT checklist.29 The sample study includes an example of how to write abstract results, which can be problematic.30

When you state the trial framework, for example, ‘superiority trial’ it creates an excellent link to what follows in the abstract. It links to which intervention the authors hypothesise to be superior to the comparator (objective); the main outcome and time frame that this is assessed (primary outcome and endpoint); indication of risk of bias (randomised vs analysed, blinding, trial registration), indication of superiority (effect size, between-group difference in response for the primary outcome) and claim of superiority as hypothesised (conclusion). To avoid unintentional reporting31 or spin32 biases in the conclusion, we suggest you reserve the first line to conclude on your objective and corresponding primary outcome and use PICOT33 as the framework (Population, Intervention, Comparator, Outcome, Time frame). For example, ‘Compared with intervention C (the comparator), the intervention of interest I was not superior in reducing O (primary outcome) at T (time frame) in P (population). We encourage you to then continue with secondary outcomes: ‘For the secondary outcomes X, Y and Z, we found that (…)’ (figure 2).

Figure 2

We encourage you to create a strong link between the conclusion and the trial aim and hypothesis if you think ‘aim’, ‘hypothesis’ and ‘trial design’ when you write the first line of the conclusion.

If your trial was prospectively registered, we suggest you state this at the end26 of the abstract as ‘Trial identifier: (number) followed by ‘(prospectively registered)’. If for some reason your trial was not registered before the first participant was included (prospectively/preregistered), we suggest you transparently report this at the bottom of the abstract as ‘Trial identifier: (number)’ followed by ‘(retrospectively registered)’. This is currently the editorial policy for all BMC journals when they consider retrospectively registered trials for publication.34 In the main trial report we encourage you to explain the reason for this practice and state if important trial changes occurred after the trial began, as there will be no publicly available record of your research intentions. If you posted your trial report as an open access preprint, we encourage you to add the preprint information to the bottom of the abstract. In the REPORT guide, you will find an example of this use (more info about preprints below). It will help the reader find an open access version of your trial report and link the two documents via the digital object identifier (DOI)35; ‘Preprint (open access): http://doi.org/(doi number)’. We suggest you use a copy-paste approach for important abstract information, so that it is consistent with the trial registration and/or published protocol as well as main trial report document (eg, aim and conclusion).

For more information on abstract reporting: 21 27 36

Introduction: the ‘why’ of your trial

In this section, we encourage you to present the ‘why’, that is, an argument for why your trial is needed. If the ‘why’ is not clear to you and your coauthors, it will be difficult to convey it in a trial report. Readers are already motivated because they screened your title and abstract for relevance and results. However, the Introduction helps the journal’s reviewers and editors judge the importance of your trial report. It is therefore essential to making it interesting, while at the same time concise and describe the knowledge gap that your trial is intended to fill.

Your introduction should present the scientific background and rationale.3 It should follow the background section of your protocol, as the reason for doing the trial has not changed. Thus, the introduction can more or less be copy-pasted from your protocol. During the planning and conduct of your trial, however, others may have published relevant research findings. They may support or oppose your results but should be mentioned. The introduction should include a summary of relevant studies as an up-to-date systematic review or at least include the latest published systematic review on your topic. It is important not to be selective in this literature review as it may mislead the reader, increase the risk of confirmation bias37 or unintentionally communicate that the knowledge gap is larger or more important than it is. Consider letting the reader know that you have made steps to avoid this by stating that you have scrutinised all available evidence and use the best available evidence to inform the need of the trial: ‘The latest systematic review with meta-analysis on the effectiveness of (your intervention) on (your outcome of interest) concluded that (main finding). This is supported by two accurate trial reports published after the systematic review by (author)’.

While the background information in a trial protocol oftentimes is very lengthy, the introduction part of a trial report can be shorter. Consider who will read your trial report and try to direct the introduction to that audience. For specialty journals it is not necessary to state general knowledge in the field. If you write about treatment of sports injuries and intend to publish in a sports medicine journal, it is unnecessary to write elaborately about the prevalence, costs, injury mechanisms or importance of treatment effectiveness. Readers of the journal will know this information already. Focus more on your trial rationale, specific research question, and aim. By cutting to the chase, you will save words that are better spent elsewhere.

End the introduction by stating the aim or the objective of your trial and include the hypothesis. Aims and hypotheses are not always easy to differentiate, but hypotheses are typically more specific and relate closely to the chosen trial design, outcome measures and statistical analysis plan (SAP). This is the most important part of the introduction. We suggest you copy/paste from the trial registry and/or published protocol for consistency (figure 1). We also suggest using the copy/paste approach for abstract and main trial report so that the aim in the abstract is the same as the one in the main trial report.

For more information on systematic reviews to fully use previous research: 38 39

Methods: the ‘how’ of your trial

In this section, we encourage you to present the ‘how’ of your trial. What did you do in order to answer the ‘why’? The methods section is a detailed description of what was done and serves at least two main purposes: (1) to provide enough information to allow the reader to critically appraise and interpret the results, and (2) to convey as many details as possible so other researchers (in principle) will be able to replicate you trial entirely or in part. For clinical application of your trial results, it is important to provide detailed descriptions of the population selection, assessment methods, and interventions. Other important aspects of the methods section are central for evaluating the scientific quality, validity and reliability of the trial.

Ideally, the methods section should be a replica of your trial protocol. But completing a trial without ‘bending the rules’ laid out in the protocol is practically impossible. It is therefore important to report any deviations and violations of the protocol. It is not a ‘scientific crime’ to deviate from the protocol, but it is important to report any deviation with potential bearing on your primary and important secondary outcomes (and thus on the interpretation of the entire trial). It is particularly important to declare ‘planned’ deviations, such as changes to eligibility criteria (eg, due to safety or slow recruitment), changes in instruments (eg, change of MRI-scanner due to breakdown). We suggest you report the deviations with reasons and describe what you did.

When you write your trial methods, imagine that your trial report 1 day will be scrutinised as part of a systematic review or clinical guideline. Reviewers will appraise your trial report on the lookout for flaws (or risks of bias). While you may have conducted your trial scrupulously (ie, with a low risk of bias), reporting can be incomplete. Reviewers may be uncertain about aspects of your trial methodology, which may mean they must downgrade the quality of your trial. We suggest you consult The Cochrane Handbook for Systematic Reviews of Interventions.40 It provides detailed information on how to appraise individual trials, and provides you useful hints on what reviewers are looking for. For example, a reviewer may look for the phrase ‘sequentially numbered, opaque, sealed envelopes’ when assessing risk of bias for ‘Allocation concealment’. Knowing this, will help you clearly report how this was done in your trial.

For more information on how to report protocol deviations and risk of bias assessment: 40 41

Methods: outcomes

The CONSORT checklist items for ‘Outcomes’ ask you to report ‘Completely defined pre-specified primary and secondary outcome measures, including how and when they were assessed’ and ‘Any changes to trial outcomes after the trial commenced, with reasons’.3 If you use a copy-paste approach, it will be easy to copy from your protocol and preregistered trial summary and paste into the trial report. It will create consistency with regards to, for example, number of outcomes, outcome hierarchy and wording. If for some reason you had to add or remove outcomes during the trial, we recommend you report this transparently, with reasons.

The COMPare trials project42 team systematically checked every trial published in the top five medical journals between October 2015 and January 2016, with the purpose of searching for misreported findings and outcome switching. This team’s effort revealed a large degree of inconsistency in outcome reporting.43 44 If for some reason, you had to make changes to your trial outcomes after the trial began, state this transparently and provide reasons for the changes. If you plan to report collected outcomes in subsequent (secondary) trial reports, we suggest you state in the primary trial report that the outcomes were collected—consistent with the trial registry—and that you plan to report them in a subsequent report. This could be the case if you collected mechanistic and more exploratory outcomes in your trial, such a blood samples that await future advanced molecular analysis. Stating that these were collected will help you avoid misreporting of outcomes. The COMPare trials project42 state in their Frequently Asked Questions-section: ‘Question: What if some outcomes are reported in a different publication? Answer: This is fine, as long as this fact has been declared in the trial publication. For example, if a trial says here we are reporting A B and C, in a subsequent paper we will report X Y Z then the outcomes X Y Z are not considered as unreported, and they are removed from the denominator.’.45

For more information on how to report trial outcomes: 3 42 46

Methods: interventions

Proper reporting of interventions is especially important for clinical application of your trial interventions, correct interpretation of your trial results, comparison with other trials (with similar interventions) and ability to inform new research questions. Unfortunately, intervention reporting is generally poor.47 To help you report your interventions, The Better Reporting of Interventions: Template for Intervention Description and Replication checklist was developed.48 It will help you make a complete and thorough generic description of the interventions. You may also need to consult a more intervention-specific guide or reporting checklist, such as the Consensus on Exercise Reporting Template for exercise trials.49 We suggest you describe any ‘usual care’ or other comparator intervention using the same standards and checklists. For some comparators, reporting checklists have been developed—one was just developed for placebo and sham controls.50 You may already have published a detailed description of your intervention and comparator as part of a published protocol. In case changes were made to the intervention or its delivery during the trial, consider if the description needs to be updated and submitted with the trial report as supplemental material. It will help both replication and clinical implementation of your trial results. In case you have not already published a detailed intervention description, consider publishing it as supplemental material to your trial report. It will help you if the journal has a word limit for the main document.

For more information on how to report trial interventions: 48 49

Methods: sample size

This sample size paragraph is intended to outline how you, in the trial planning phase, ensured that the trial would have the required statistical power to identify whether a difference of a particular magnitude (the target difference) exists for the primary outcome. It is also intended to show that you did not include any extra participants than were needed for the trial. As you did all the thinking already, it should be feasible to copy/paste from the trial protocol. The basics of calculating sample size are covered in substantial detail in the PREPARE Trial guide.1

For more information on how to determine and report the target difference and sample size estimation for a trial: 51

Methods: statistical analyses

The problem of poor statistical reporting is long-standing, widespread, potentially serious and yet is largely unsuspected by many readers of the biomedical literature.52 General guidance on how to write SAPs is now available53 and provides recommendations for a minimum set of items that should be addressed for clinical trials before analysing data.53 If you have not written a specific SAP as part of the trial protocol,1 we recommend that you consult a biostatistician and write one before viewing any data or starting the analysis.

An SAP ensures that the statistical methods are reported in sufficient detail to enable a knowledgeable reader (with potential access to the original data) to assess the appropriateness of the chosen statistical methods and the underlying assumptions, and to verify your reported results. In a SAP, the statistical methods are often described in great detail, and a complete copy-paste approach may be too much (given that most journals have restrictions on manuscript length). We therefore recommend always submitting the SAP (with final date on cover page) as supplemental material so that editors, peer reviewers and other readers can take a deeper dive into the statistical methods.

In the main text, we encourage you to provide an extract of the primary statistical analyses (from the SAP). If you have stated a clear objective, the reader will be able to understand the primary purpose of the trial and what to expect to see next. We recommend that you describe fully the main methods for analysing the primary and key secondary objectives of the trial. It is common to analyse the data set under different assumptions—sensitivity analyses—to assess the robustness of the primary analyses. These are typically based on different strategies for handling missing data or analyses of different trial populations (eg, the per protocol population which is potentially biased but still informative). We recommend you carefully describe these strategies. Excellent educational resources exist to assist you. They include the CONSORT explanation and elaboration paper,3 the SAMPL guidelines for statistical reporting,54 and the recently developed Checklist for statistical Assessment of Medical Papers statement.55

For more information on how to report statistical analyses for a trial: 3 54 55

Results: attrition

Attrition can introduce bias in your trial results if the characteristics of participants who are lost to follow-up differ between the randomised groups—especially if the differing characteristic is related to trial outcome measures.56 If you use the CONSORT flow diagram to illustrate the trial profile, we suggest you report the demographics of the participants included in the intention-to-treat population with descriptive statistics for each group. We encourage you to create an overview by preparing a classic table 1 of baseline characteristics using the outline from the CONSORT explanation and elaboration paper.3 You may also find it useful to supplement with table items as suggested by Dumville et al 56 and attach as a baseline appendix.

Reviewers will sometimes ask for results of statistical testing for baseline differences. The recommendation from the CONSORT group is clear: ‘Such hypothesis testing is superfluous and can mislead investigators and their readers. Rather, comparisons at baseline should be based on consideration of the prognostic strength of the variables measured and the size of any chance imbalances that have occurred’.3 It means you should subjectively judge if any differences between groups that will occur by chance due to randomisation is of a magnitude that you think is clinically relevant.

For more information on how to report attrition: 56

Results: focus on the main analysis and between-group differences

Correct reporting of the results of the statistical analyses includes explicit estimates presented with appropriate indicators of measurement error or uncertainty, such as 95% CIs. Randomised trials are designed to analyse differences between groups, and the results should focus on these—not on changes within groups. However, it is helpful for transparent reporting and interpretation to present the estimates in each group. We strongly recommend that you avoid reporting only statistical hypothesis testing (eg, such as P values), as they do not contain much information and do not convey important information about effect sizes or precision of estimates. When you report p values, we recommend you report real p values, rather than p<0.05, unless the value is very small (eg, p<0.0001).

We suggest you report your primary analyses first and hierarchically (primary outcome before secondary and other outcomes). This will most likely follow the hierarchy outlined in your trial protocol and SAP. By being consistent and use a copy/paste-approach, you will help the reader assess if you followed your SAP. We recommend you avoid interpretations or interpretative language in the results section, but instead help the reader by providing a direction of the results and whether it favours one of the groups. In cases where discrepancies between analysis sets occur among the primary analyses and the sensitivity analyses, we suggest you highlight them in the text. You may also need to devote more attention to interpreting the collective results because the confidence in the individual analyses is reduced.

During your data analyses, new and exciting ideas may arise, as well as unexpected findings that you did not consider during planning. Such results can be important and foster significant scientific advances. However, consider that your trial design may not support confirmatory analyses or statements of such findings, and it is important to state (both in the Statistical methods section and in the Results section) that these were not prespecified. Related to this syllabu is the situation where a peer reviewer asks for additional analyses of your data set; that is, frequently referred to as the ‘peer review pressure test’. These are often valuable and reasonable requests, but should very rarely replace the original analytical strategies, unless there are fundamental flaws in the trial design and/or the chosen analyses do not reflect the experimental design. We suggest that post hoc analyses requested by peer reviewers are reported in supplemental files and included in a response letter to the reviewers when submitting a revised manuscript.

For more information on how to report the results of statistical analyses for a trial: 54 55

Results: transparent illustration of your data

Your tables and figures should ideally be able to stand alone (eg, in presentations and lectures). It is valuable to provide brief summaries of the statistical methods used (eg, as foot notes to tables and figures). The CONSORT checklist and explanatory paper have great examples and descriptions of how to make certain illustrations. On the CONSORT website, you will find a flow diagram template freely available for download.28 We suggest you add some additional information to the flow diagram, including numbers of participants included in the different analyses (eg, intention-to-treat and/or available case analysis) and number of imputations made for missing data, if applicable. For an example, please see Lysdal et al 57

Include specific information on your sampling strategy at the top of the flow diagram because it will facilitate interpretation of the trial findings with regards to clinical relevance. Consider reporting the total number of potentially eligible participants during the trial recruitment period and how many of these were assessed for eligibility, instead of only reporting the number of individuals assessed for eligibility. It allows the reader to judge how well the trial population represents all patients seen at the recruitment site while the trial was running. Because this issue relates to external validity it is important—but it is especially important if the trial findings have major implications for current clinical practice. Please see Clausen et al 58 for an example of how the number of potentially eligible participants can be incorporated into the trial flow chart. Please also see the rapid responses59 to the FIMPACT60 trial for a discussion of the importance of including the number of potentially eligible participants when trial findings have great implications for clinical practice.

Results may sometimes merit a figure in the form of a graph. Many bar or lines graphs—based on continuous data with different distributions—can lead to the same bar or line graph (figure 3).61 Unless you include raw data in the graph, most information will be invisible to the reader. We encourage you to making it visible by using scatter plots instead of bar charts.

For more information on how to effectively use tables and figures in scientific papers:61–63

Results: harms

When new healthcare interventions are studied, researchers tend to focus more on efficacy than safety. There is poor reporting of harms in trial reports across many clinical areas,64 which makes it difficult to obtain a true estimate of the benefit-harms ratio. The CONSORT extension for harms65 was developed to Improve reporting of harms-related data in trials. Because the main focus of the CONSORT checklist is efficacy reporting, we suggest you supplement your trial reporting with the CONSORT extension for harms65 to Improve reporting of harms-related data.

For more information on reporting of harms-related data: 65

Discussion: consider clinical relevance and confirmation bias

The CONSORT checklist46 holds the overall framework for the discussion and items you should address, but scientific journals may have additional requirements. We suggest you use the CONSORT checklist to structure the discussion, and supplement with requirements from your target journal, if needed. We would like to highlight two important items: clinical relevance and confirmation bias.

We suggest you focus on the primary analysis and outcome. Your trial was designed first and foremost to provide a reliable answer in terms of the hypothesis for this analysis and outcome. The test statistics will determine if the difference between groups is statistically significant. Judging and discussing whether a statistically significant difference between groups is also clinically relevant should be easy at this point. You will already have argued in your trial protocol and sample size paragraph what minimum theoretical difference between groups you consider clinically relevant and why. Now that you have the observed difference between groups, the main issue is to compare the two and discuss the size of the observed effect. An important aspect of this discussion is the precision of the observed effect. In general, the larger the sample size of your trial, the greater the precision of the observed effect. The precision is reflected in the 95% CI of the observed effect. The greater the precision, the smaller the 95% CI and vice versa. We suggest a balanced discussion of the clinical relevance of the observed effect to include both its size (in relation to the predefined minimal clinically importance difference) as well its precision. It will help you avoid unintentional confirmation bias (please see below).

Biases come in many forms and can affect healthcare in many ways. There may be biases that you want to acknowledge specifically under ‘Limitations’ in the discussion because you think they may have influenced trial procedures or outcomes. We suggest you consider your own ‘confirmation bias’ when writing the discussion—or the whole trial report for that matter. As stated by the Catalogue of Bias Collaboration37: ‘Confirmation bias occurs when an individual looks for and uses the information to support their own ideas or beliefs. It also means that information not supporting their ideas or beliefs is disregarded.’ Being researchers, we argue that most of us unintentionally wish for our intervention to be superior to the comparator for several reasons: (1) we want to help patients by advancing the field, or (2) we think it will bring promotion or other academic reward. By being intentionally aware of our own confirmation bias, we can better stay clear of issues such as unintentional secondary analysis emphasis (spin) and selective referencing of work that support our own findings.

For more information on statistical significance, clinical relevance, spin and confirmation bias: 17 37 66

Conclusion: what was your trial designed to test first and foremost?

When you write the trial report conclusion, we encourage you to think ‘aim’, ‘hypothesis’ and ‘trial design’. What was your trial designed to test primarily and how was this formulated in the aim? Was it to assess if the intervention of interest was better than (superiority trial), no worse than (non-inferiority trial), or whether it was as equally effective as (equivalence trial) the comparator? Using this line of thinking will help create a strong connection between aim, hypothesis and conclusion. It will also help you conclude only what the trial data support. If the aim of a superiority trial was ‘To investigate if I (Intervention of interest) is superior to C (comparator) in improving O (primary outcome) at T (timepoint) in P (population) and there was no difference in response between groups, the conclusion could start with: ‘Compared with C (comparator), I (Intervention of interest) was not superior in reducing O (primary outcome) at T (time point) in P (population). A very common mistake is to interpret the absence of evidence of superiority as evidence of equivalence or non-inferiority and conclude that the intervention of interest and comparator were equally effective or no different (for more details, please see refs 1 67).

Having addressed the main hypothesis, analysis and outcome the trial was designed to assess, we encourage you to proceed with interesting secondary analyses and—at the same time—inform the reader about the increase in risk of bias for these analyses: ‘For the secondary outcomes, X, Y and Z, we found that (………).’. When you conclude first on the primary analysis, you minimise the risk of unintentional reporting31 or spin32 biases. If your trial was more exploratory than confirmatory1—or had a flat outcome hierarchy with no single primary outcome—you may want to consider finishing the conclusion by acknowledging this. For example, ‘This finding needs replication in future trials’. Readers will often be interested in your thoughts on the implications of your trial findings. Some journals allow implication statements and others do not. If you do write about implications, we suggest you make it clear that this part of the conclusion is you speculating and conveying your expert opinion with phrasing like: ‘These findings may have implications for (……) insofar as (……).’. When you have finished writing the conclusion, check that it matches the trial aim and conclusion in the abstract.

Thu, 07 Jul 2022 12:00:00 -0500 en text/html https://bjsm.bmj.com/content/56/12/683
Killexams : Enterprise innovation: Low Code/No Code democratizes IT Low-Code, No Code (LCNCs) are being used by businesses today to generate value and stimulate innovation across many industries. Enterprises can supply new capabilities quickly and simply on demand without needing to depend on their IT teams. Software development environments make it possible for people with little or no professional coding knowledge to design and change programs. The platform will be used more frequently, according to 60% of low-code/no-code users.

Businesses are increasingly depending on cutting-edge solutions like low-code/no-code (LCNC) platforms because they want to build apps quickly as they embark on their digital transformation journeys. These platforms, which demand a minimal level of technical expertise, are rapidly gaining popularity among businesses in a variety of industries that want to easily and quickly build their own apps. “This trend has also given birth to ‘citizen developers’ which has been instrumental for many organizations to bridge their IT skills gap.”, observes P Saravanan, Vice-President, Cloud Engineering, Oracle India.

Factors driving the adoption of LCNCs

“Rapid Automation and shortage of talented/skilled developers are the key factors driving LCNC. The accurate pandemic also has pushed all the companies towards digital transformation with greater speed”, says Mitesh Shah, Vice President, SAP BTP Application Core Products & Services.

The growing need for businesses to respond with agility and speed to changing market dynamics has led to an increased adoption of LCNC approach. Project timelines come down from months to days leading to faster product rollouts. “LCNC approach involves smaller teams, fewer resources, lower infrastructure or low maintenance costs, and better ROI with faster agile releases making it more cost-effective than from-scratch development”, Vishal Chahal, Director IBM Automation, IBM India Software Labs adds.

The current macroeconomic climate has tightened financial constraints for enterprises everywhere. Companies are therefore seeking application development methods that are affordable, which LCNC provides.

The post-pandemic scenario and the requirement for organisations to develop resilience have sped up the adoption of technology; this has led to what we also refer to as compressed transformation—the simultaneous transformation of several organisational components.

Then, there is the demand for agility and experimentation skills as firms engage in rapid transformation and create cutting-edge apps to support their company and workforce development agenda. LCNC has never before seen agility in the development of contemporary multi-channel experiences. “It also helps organizations address the talent gap as skilled technology talent is becoming harder to find, and LCNC developers can help organizations tap into diversified talent that brings business expertise”, Raghavan Iyer, Senior Managing Director, Innovation Lead - Integrated Global Services, Accenture Technology opines.

Accelerating enterprise innovation

LCNCs are designed to harness the power of the cloud and data in order to let business users create applications that provide unique innovations to transform operations, experiences, and provide operational efficiencies and insights. . The inclusion of industry accelerators and interfaces with the digital core in LCNC platforms creates a myriad of opportunities for applying data to innovative and disruptive applications. One of LCNC's main advantages is that it recruits those who are most ideally situated to effect change. “Citizen developers can closely collaborate with professional developers and IT experts to create enterprise class applications to experiment and develop applications”, Iyer adds.

According to a Gartner estimate, 70 percent of new apps would be developed by market participants using low-code and no-code platforms by 2025. Programming expertise may not be as crucial in the future as LCNC technologies automate the process of creating new apps. “This will eventually free up developers to focus on the development for niche areas”, Shah explains. Nowadays, rather than being predominantly driven by technology professionals, enterprise innovation focuses on boosting customer experiences, increasing efficiency, and improving business processes. Adoption of the LCNC platform and technologies enables participation in the innovation process from a variety of workforce segments, particularly those with domain expertise.

Bridging the IT skills gap

With the help of LCNC, businesses can stop relying on IT teams to implement and develop new solutions, and business users are given the tools they need to become change agents. Professional developers can concentrate on more intricate, inventive, and feature-rich innovations by using low code approaches that automate the fundamental routines. No Code enables business users (or citizen developers) to investigate and test out novel solutions despite having little to no coding experience.

Enterprises now want every bit of talent and expertise they can acquire to meet the demands of the rapidly changing business environment. The LCNC approach's citizen developers assist firms in addressing the talent shortage, employee attrition, and skill gaps.

Capabilities of organizations

IBM has built LCNC capabilities in its platforms for an end to end coverage from development and deployment to the management of solutions. “IBM Automation platforms provide AI-driven capability to manage and automate both IT systems and business processes through the LCNC approach. Using technology like Turbonomics and Instana along with Watson AIOps, users are able to automate the observability, optimization, and remediation of their hybrid cloud solutions with low to no coding requirements, monitor their IT systems while getting AI-driven actions for reducing cost and performing dynamic optimization to upscale or downscale their systems with no coding and minimal IT support”, remarked Vishal.

Oracle’s primary offering, Oracle APEX, a low code platform, is accepted for enterprise apps across the world. Saravanan adds “APEX provides users to build enterprise apps 20x faster and with 100x less code. Businesses are also becoming aware of the value of LCNC in India.”.

At Accenture, there are large communities of practitioners on LCNC cutting across hyperscalers, core platforms and pureplay development platforms.“We have built a global practice of LCNC that creates thousands of applications for ourselves and our clients.”, says Iyer.

SAP Labs India is developing the core services behind the LCNC products of SAP. “LCNC core services are providing the unification across the various LCNC offerings of SAP. Additionally in the area of Process Automation, Labs India teams are playing a significant role”, Shah states .

With the increasing move to the LCNC approach , technology is now more readily available to all employees inside the company, improving communication between IT and business divisions and allowing for the development of solutions that are more suited to corporate requirements. Adoption of such platforms can also aid in bridging the skill shortage in the IT sector as it enables businesses to tap into talent pools outside of their usual boundaries.

Tue, 19 Jul 2022 21:07:00 -0500 en text/html https://cio.economictimes.indiatimes.com/news/next-gen-technologies/enterprise-innovation-low-code/no-code-democratizes-it/92992994
Killexams : How DevOps works in the enterprise How DevOps works in the enterprise — it's all about rapidity of release, but without sacrificing and compromising on quality in the digital world How DevOps works in the enterprise image

DevOps is an enabler of digital transformation.

How DevOps works in the enterprise is one of key questions business leaders have been asking.

This relatively new discipline, which Atlassian describes as agile applied beyond the software team, is helping businesses release products fast, but without cutting corners — which is “the name of the game at the moment in the digital world”, according to Gordon Cullum, speaking as CTO at Mastek — now technology director at Axiologik.

Increasingly, DevOps is the style in which businesses want to interact with each other in the digital age; it’s about rapidity of release without sacrificing and compromising on quality.

Patrick Callaghan, vice-president, partner CTO at DataStax, goes one step further.

He suggests that businesses “can’t truly function as an enterprise without applying DevOps software development principles…. DevOps in practice is ideal for organisations looking to streamline production, automate processes and build a culture of collaboration within their software teams. DevOps innovators are confident in their code because they both test it and make it fail in order to produce reliable apps.”

DiversityHow important is diversity in implementing a successful DevOps and IT strategy?

The importance of new ideas and embracing new ways of thinking can’t be underestimated when thinking about DevOps and IT. Read here

What is DevOps?

How DevOps works? Before getting into this, it’s important to understand what is DevOps.

Quoting AWS, ‘DevOps is the combination of cultural philosophies, practices, and tools that increases an organisation’s ability to deliver applications and services at high velocity: evolving and improving products at a faster pace than organisations using traditional software development and infrastructure management processes. This speed enables organisations to better serve their customers and compete more effectively in the market.’

This is a very practical explanation, but there are multiple definitions of the term.

It’s often described as a set of evolutionary practices inherited from the ways of agile working, which are more tuned to bringing the delivery and operational support communities closer together. This surrounds using processes and tooling that has been developed over the years for things like test automation, continuous integration, continuous deployment, to enable the faster flow of code. These new releases of code could be new functionality, architectural change or bug fixes.

“It’s a combination of keeping the lights on and changing delivery,” says Cullum.


DevOps resources

DevOps or disappear: 5 reasons business leaders need to embrace development and operational IT integration

What is the right storage software needed for DevOps to be a success?

3 DevOps pitfalls and how to avoid them

DevOps and CloudOps: The connection behind digital transformation acceleration

Why DevOps must become BizDevOps for business and IT collaboration

Best DevOps practices for 2019

The future of DevOps


Reinvigorating an old way of working

Bringing delivery and support together is a throwback to the 1980s and 1990s, “where IT just did IT and you didn’t care whether you asked them to fix a bug or deliver functionality,” continues Cullum.

This ethos is being reinvigorated in DevOps. But the reason it works and is more powerful today is because of the emergence of enabling technologies and new ways of working.

“While, 20 to 30 years ago we may have had JFDI approaches for getting stuff into live environments, what we now have are very controlled, measured processes, brought around by tools such as Puppet and Jenkins — these all create the robust, quality, managed pipeline that allows fast delivery,” explains Cullum.

Culturally, the discipline brings lots of old and new ideas together

Why DevOps now?

The reason DevOps has emerged now is because companies are involved in a highly competitive arms race.

Everything is accelerating so fast from a delivery point of view; if businesses can’t release code quickly, then they are probably already being disrupted. This brings challenges, but also provides advantages if you are already on that curve. Agile work patterns, for example, only really work if the organisation already has a relatively modern architecture.

The other area in the acceleration of DevOps is the emergence of cloud services. Over the last five to 10 years, the cloud has enabled very quick, easy and at times cost effective processes and techniques. These can be spun out in environments, infrastructures, platforms or whole services, and can be wired together very easily.

What this means is that architects are more able to build componentised architectures that are independently able to be released, modified and scaled from each other.

“So modern techniques, such as microservices and even serverless architectures, really accelerate the uptake of DevOps capabilities from a delivery and support point of view within an organisation,” says Cullum.

Bringing all these things together; the rise of cloud, the need to get things out faster but at a high quality, the rise of all the tooling that enables fast pipeline deliveries, changing culture and IT, what you’ve got is DevOps.

According to Statista, 21 per cent of DevOps engineers have added source code management to their DevOps practices, in the aim to accelerate the release of code.

DevOps vs Agile: pulling in the same direction in the enterprise

DevOps vs Agile. How do these two disciplines work in the enterprise, and why are they crucial in moving forward in a collaborative, customer-focused way? Read here

How DevOps works in the enterprise

What is the best approach organisations can take to DevOps? “It’s horses for courses-type conversation,” answers Cullum. By this, he means there are a lot of “complications under the hood”.

The first thing for organisations would be to identify why they want to adopt DevOps, so “they can keep their eyes on the prize”.

“It’s not about a marketing term, it’s not about somebody at c-level saying we want to implement DevOps, go away and do it,” suggests Cullum. “You have to know why you’re trying to do it. What is it you want? Do you want repeatable quality? Do you want cheaper or faster deliveries? Do you recognise a need to modify the architecture,” he asks?

Gordon Cullum looks after Mastek's technology strategy.

Gordon Cullum oversaw digital transformation company Mastek’s technology strategy as its CTO.

The leaders at legacy organisations, such as an older bank with monolithic environments, can’t just send their IT department on a DevOps training programme and expect them to be able to change the way they release software on mainframes. “It isn’t going to work like that,” suggests Cullum. In this scenario, there needs to be an architecture enablement programme that takes place, “which is how these legacy organisations can make sure that the services they deliver through the IT estate can be componentised in a way that delivery teams can run at their own pace.”

So, how DevOps works depends on the journey. There is no simple answer. But, the key takeaways for business leaders would be; don’t underestimate the cultural change required (people have to buy into the idea, similar to digital transformation), don’t rely too much on heavy documentation (you’re not going to know everything up front) and approach risk proactively (don’t be afraid of change).

If business then decide to implement DevOps within teams, from a process and method point of view, then these questions must be addressed; is your architecture able to support it? Is a leadership roadmap in place that creates the environment necessary to start delivering fast, high quality, automated deliveries?

“It’s a good question and requires a very consultative answer,” says Cullum.

Addressing these six steps in the DevOps cycle will lead to organisation success in this discipline. Image source: 6 C’s of DevOps Life Cycle

Addressing these six steps in the DevOps cycle will lead to organisation success in this discipline. Image source: 6 C’s of DevOps Life Cycle.

The DevOps workforce

As with any new disciple, even traditional ones in technology, the skills gap proves irksome. So, when implementing DevOps, should organisations retrain or bring in new talent?

It’s probably a bit of both, but the biggest thing people need is the right attitude. Mastek soon found this, according to Cullum. The programmers, designers and product managers who have been in the industry for 15 to 20 years are sometimes resistant to the change DevOps brings. They need to embrace a rapid change mindset, and accept that delivery and operations need to get closer together.

Generally, however, if “you aren’t already stuck in the mud at a senior level”, individuals in the industry are already well versed in the pace of change and in learning new techniques — they have to be “cross-skilled,” as Cullum describes.

Top DevOps interview Questions and Answers revealed

Five experts provide Information Age with their top DevOps interview questions and answers, while revealing the skills and attitudes that impress them the most. Read here

Justifying this, he explains that what Mastek is finding is that it’s easier to train trainee engineers in new techniques, because they haven’t yet been conditioned to think in the older, waterfall-style ways of thinking.

“It’s harder to change attitude than it is to change a technology skill set,” he says. “So, we are cross-training and it’s working quite successfully, but we are seeing an accelerating effect by focusing on DevOps and agile techniques for our trainees.”

To satisfy this, there are seven key skills for businesses to consider:

1. Flexibility
2. Security skills
3. Collaboration
4. Scripting skills
5. Decision-making
6. Infrastructure knowledge
7. Soft skills

DevOps: an essential part of digital transformation?

Digital transformation is a wholesale reinvention of business — embracing digital, culturally and technologically.

“If you’re not reinventing your business processes, then you are not doing a transformation,” points out Cullum.

But, if businesses are reinventing business processes, then by definition they’re probably going to be overhauling large chunks of their IT estate, including the aforementioned legacy.

Why do we need DevOps? For the business and consumer

Businesses — especially large enterprises — must embrace DevOps to challenge the competition and meet their consumers’ digital experience demands. Read here

By embarking on this journey, sooner or later, these transformative businesses will be moving into a modern-style architecture with different components and different paces of different deliveries.

“In our case, we often talk about pace-layered deliveries,” says Cullum. “You’re going to put a lot more focus in your systems of differentiation and innovation, and they have to have rapid relatively robust change going in,” he says.

DevOps is the enabler of that.

If businesses aren’t doing DevOps — they might call it something else — or repeatable, automated deployment testing processes then they are not embracing change and able to make releases at the speed of change.

Why DevOps is important

DevOps, like digital, is an assumed norm now. It’s probably a little late to start thinking about it.

“If you aren’t already thinking about it or aren’t already doing it, you’re probably way behind the curve,” warns Cullum.

In digitally-resistant organisations it is likely that there are “guerrilla factions” that are trying DevOps. “In this case, you should probably go and look at what’s going on there and work out how you can industrialise that and scale it out,” he advises. “If you aren’t doing any of that, then you’re probably holding yourself back as a business.”

Some argue, however, it’s never too late to join the DevOps integration race.

The DevOps challenge: outdated IT estate architectures

The biggest DevOps challenge is that not all IT estate architectures are suitable for a DevOps approach… they are not modern. Read here

Business case study

Callaghan suggests that Netflix is a great example of making DevOps work for the business.

He says: “Netflix has used Apache Cassandra™ for its high availability, and to test for this they wrote a series of testing libraries called “Chaos Monkey.” For example, both “Chaos Kong” and “Chaos Gorilla” tests are used to decimate Netflix infrastructure to evaluate the impact on availability and function. As a result of the practice, Netflix is confident in their system and its reliability. DevOps software development practice enables Netflix to effectively speed up development and produce an always-on experience for their users.”

The DevOps engineer: fulfilling the software development life cycle

The DevOps engineer is becoming a more common presence in the enterprise. But, what exactly does the role entail and how can you become one? Read here

Related:

How to drive impact and change via DevOps — Stephen Magennis, managing director for Expleo Technology (UK technology), discusses how impact and change can be driven via DevOps.

How intelligent software delivery can accelerate digital experience success — Greg Adams, regional vice-president UK&I at Dynatrace, discusses how intelligent software delivery can accelerate digital experience success.

Mon, 01 Aug 2022 12:00:00 -0500 Nick Ismail en text/html https://www.information-age.com/how-devops-works-in-the-enterprise-123481877/
Killexams : SecurityBridge's SAP Platform Helps Schneider Electric Secure Their Critical SAP Applications And Integrate With QRadar

SecurityBridge's platform provides Schneider Electric with an advanced level of SAP visibility that enables the company's IT teams to proactively manage potential risks arising from applications and custom code.

INGOLSTADT, Germany, July 13, 2022 /PRNewswire-PRWeb/ -- SAP security provider SecurityBridge—now operating in the U.S.—today announced Schneider Electric has selected the company's SAP Security platform.

"SecurityBridge is a true partner, and we count on this platform to alert us on critical vulnerabilities while automating SAP risk management practices," said Tony Parrillo, Global Head of Cybersecurity, Schneider Electric. "Our teams now communicate more effectively; SecurityBridge has become essential to our overall cybersecurity strategy."

SecurityBridge's SAP platform provides holistic insight into SAP's complexity with real-time threat monitoring. This SAP security approach differs from traditional tools by providing a preventative, behavioral-based approach for:

  • Detecting Anomalies.

  • Identifying Security Risks.

  • Mitigating Risks to Business Operations.

  • Ensuring Compliance with Regulatory Mandates.

  • Creating an Inclusive Cybersecurity Posture.

SecurityBridge's continuous SAP security management process accelerates and prioritizes risk management with intelligence-driven and accelerated remediation processes through a two-step approach that:
1. Identifies cybersecurity tools targeting the SAP application layer and custom code while
integrating the solution with the SIEM platform (QRadar from IBM).
2. Evaluates solutions for robustness while covering forensics, internal and external threats,
Data Loss Prevention (DLP), and ease of integration and maintenance.

The SAP platform also provides Schneider Electric with a single-pane-of-glass on the SAP security posture that covers multiple geographical regions with their local SAP installations. In addition, high-privileged access roles were reduced to a minimum, and the company's security department received real-time policy break alerts.

"Without complete visibility into the system and a continued patching process, SAP can be particularly vulnerable to internal and external cybersecurity threats," said Christoph Nagy, CEO, SecurityBridge. "We are proud to help Schneider Electric enhance the resiliency and stability of their business operations."

About SecurityBridge
SecurityBridge is an SAP Security Platform provider developing tools to extend the SAP ecosystem. The company takes a radically different approach to traditional security tools, believing SAP applications and custom code will be infiltrated no matter how diligently security hygiene is applied. In response to this belief, SecurityBridge created the world's only natively integrated real-time solution for constant monitoring. Powered by anomaly detection, the SecurityBridge platform can differentiate between accurate results and false positives so that security teams can better focus on real issues. For more information, please visit securitybridge.com.

# # #

Media Contact

Betsey Rogers, BridgeView Marketing, 603-821-0809, betsey@bridgeviewmarketing.com

SOURCE SecurityBridge

Tue, 12 Jul 2022 23:07:00 -0500 en-US text/html https://finance.yahoo.com/news/securitybridges-sap-platform-helps-schneider-110500574.html
Killexams : Zoho Values Freedom Over IPO, Wants To Become A Global Leader Through Innovation

Zoho Backstage, an end-to-end event management tool, is the latest addition to Zoho One, an all-in-one suite of applications with over 12K users

Sridhar Vembu said Zoho is experimenting with blockchain to find use cases for its application in the company

Vembu said Indian Data Protection Bill is strict but inevitable

“We are not the SAP of the east, SAP is the Zoho of the west,” says Sridhar Vembu, founder, Zoho.

Pompous as this claim may sound, it is not.

Sridhar Vembu is the man who built Zoho, the leading SaaS unicorn based in Chennai, which employs more than 6,000 people, generates hundreds of millions of dollars in annual revenue — its FY17 revenue was $310 Mn — and has contributed majorly in the transformation of Chennai into India’s SaaS hub, which added another unicorn recently, Freshworks, founded by a former Zoho employee.

Zoho, which enables enterprises to run their businesses smoothly with its suite of online productivity tools and SaaS applications, claims to have more than 35 Mn users worldwide.

Even as Indian startups are going the IPO way, Vembu loves his freedom and has no plans to take Zoho public. This, despite the fact that in H1 18, India recorded the highest IPO activity in terms of the number of deals across the globe, accounting for 16% of the total issues, according to EY India’s IPO Readiness Survey Report.

Vembu must know what he’s talking about. He has been successfully running the bootstrapped unicorn for the last 22 years. Yes, we know that sounds like an oxymoron. But that’s exactly what Zoho is. The company’s valuation is said to comfortably be in multi-billion dollars (no exact figure was available) but it is hasn’t ever raised external funding.

The company recently added Zoho Backstage to its flagship product suite Zoho One. Backstage is an end-to-end event management tool that allows organisers to plan, promote, and run enterprise events.

The company claims that Zoho One, which includes more than 40 integrated online applications, has garnered 12,000 users within a year. It comes with a single sign-on, centralised administration, and a reasonable price of $30 or INR 1,000 per employee per month. All applications offer enterprise features ranging from sales, marketing business, accounting, communication between teams and customers, and more.

At the launch, Inc42 had the chance to have a candid conversation with Zoho founder Sridhar Vembu about the SaaS ecosystem, data privacy, his company’s continuous strife to be innovative, and a lot more.

Zoho: Plans To Scale In India And To Lead With Innovation

Zoho Backstage is just one in a series of additions the company is making to the Zoho portfolio. Vembu shared with Inc42 his plans to scale Zoho in India and become a market leader globally.

He said the company wants to achieve this by bringing innovation along with introducing several new products. “We already have a broad and deep product portfolio, we are investing to stay ahead of this. We are investing in a lot of areas of software development, security, etc,” says Vembu.

However, he didn’t share any target numbers or growth speed for Zoho in India.

With interest in new-age technologies such as artificial intelligence (AI), machine learning, IoT, etc, reaching a fever pitch globally, Zoho has already got its AI act in place with Zia AI, a chatbot that enables AI-powered predictions and analytics for better customer service and CRM usage.

Talking about the next big thing the company is looking at, Vembu says it’s not a new technology but deepening that AI is working on. “There’s a lot more data fed into AI systems these days so that they can be taught to be more intelligent; that’s something that’s happening,” he says.

The company is also exploring potential use cases of blockchain — the hottest technology off the block — for its existing, signature products.

However, while experimenting with new tech, Zoho continues to do “base-level innovation” to Improve the speed and efficiency of the Zoho One suite.

“Right now, we are solving the software problem, running the business, and we are staying on that mission. As we see the industry broaden, we will branch out into all these technologies. But right now, we are staying focused,” explains Vembu.

As one of the biggest SaaS players in the Indian startup ecosystem, Zoho has also been making some investments in complementary businesses but doesn’t plan to do this on a very large scale. We are not a VC. We are making substantial investments, we are doing business, we are establishing data centres but I don’t foresee a large-scale investment programme. Practically (speaking), in some special cases, we might do something,” says Vembu.

Even though Zoho wants to explore being an incubator/accelerator for other SaaS-based startups, the company has a lot going on in terms of growth, which, according to Vembu, puts a lot of pressure on the team.

Like all new-age companies looking to expanding the portfolio 360-degree, Zoho too looks at all the functions of a business — from recruitment to sales, collecting payments to managing inventory — holistically, since it’s all happening within the context of a single business.

Vembu explains that while an overarching operating system is required to manage all aspects of the business, all of the components too must interact with each other. A classic example of this is the Zoho One suite, in which several products servicing different company functions work together to provide a seamless one-stop experience; the suite is cross-functional with Zoho Analytics as well.

“The software needs to talk to each other, that’s why we’ve taken a 360-degree approach and are staying focused on it. For example, we are not venturing into movie making or other things — that’s how I define focus here,” adds Vembu.

Zoho: A Privacy Conscious Company That’s GDPR-Compliant

Zoho claims to be a “privacy conscious company” and says one of the reasons it has stayed in the software business and stayed away from the consumer side is that it isn’t comfortable with ad-based business models.

“That’s why, for example, I don’t use Facebook — because those business models bother me.

Five years ago, people didn’t care about this, but today more and more people are aware (of it). In India, nobody talked about this two years ago, but now, it’s becoming a syllabu of concern with the Data Protection Bill being introduced,” says Vembu.

Vembu expects data privacy concerns and awareness to grow. He compares it with banking: “In the initial days of banking, you had ‘wild cap banking’, which meant that banks would spring up, collect money and, three years later, they would disappear. The entire regulation, banking, protection, password protection, etc came after such episodes.”

Vembu believes that we might even see privacy enshrined as a fundamental right in the digital era.

At the launch of Zoho Backstage, Vembu announced that the company has complied with the European Union’s General Data Protection Regulation (GDPR) for all its customers across the world, irrespective of the jurisdiction of the GDPR.

He believes that the wildest phase of cloud computing is over, and we are now going to have a responsible cloud that ensures data privacy, enforced by legislation. Those who can’t or won’t comply with these norms will have to quit the game.

“With that in mind, we have expanded the GDPR-style rights to our users globally. Whether or not the EU regulation is applicable where they are, our users across the world can request us to remove their personal data or know what data is there in our systems about them,” says Vembu.

Identifying Data Privacy Concerns Before It Became A Concern

The world — and India — woke up to data privacy concerns in the aftermath of the Facebook-Cambridge Analytica debacle in which the data of 87 Mn (8.7 Cr) global citizens and 5.62 Lakh Indians was compromised.

However, Zoho’s founder says he’s been worried about data privacy from long before that. As an Internet user, he started noticing how companies abuse user data many years ago, says Vembu.

“Clearly, Facebook is an example and even Google is not above board on this. I mean, the amount of data used and how it is used… for example, on Gmail, you get an email and then they will show an advertisement related to that ad and then based on your gmail, ads will show up on other websites,” Vembu says.

He adds that people are annoyed with unwanted ads and are increasingly resorting to ad blocking. “All this means that there is something wrong and, as a company, we have to take action. This is how I came to realise data privacy concerns and it’s clear now that it’s a global trend,” he says.

We also spoke about the Draft Data Protection Bill, which was tabled by the Srikrishna Committee recently. One of the highlights of the bill is: “A penalty of higher than INR 15 Cr or 4% of the annual global turnover of the company in question is prescribed for violations such as processing of personal data in contravention of the Bill.”

Vembu feels that this is a very tough regulation. While he believes that the Indian Data Bill will be reworked a fair bit before it is implemented as legislation, he adds that companies need to keep in mind that there is a huge consumer push for data privacy and there really is no way out.

He adds, “European regulations are very tough, with stringent penalties. So, companies like us have invested heavily to comply with them. I see this as inevitable — you have no option but to comply with the rules.”

Vembu is also of the opinion that the Indian government must practice what it is preaching — basically work on securing the huge amounts of data it handles. “Today in India, the private sector has to comply with a lot of regulations that government doesn’t have to comply with. The government should look at creating a level playing field where, if we’re forced to comply with the law, they comply with it too,” he adds.

Zoho, on its part, plans to launch two new data centres in India in Chennai and Mumbai to be able to address data privacy concerns even better.

The SaaS Ecosystem In India And The World

Coming back to the SaaS industry, Vembu says that consolidation is the flavour of the season and it is being driven by two factors primarily — the rate of financing is slowing down and customer acquisition costs are rising.

Also, on the customer side, there are too many apps to integrate. These factors are driving the need for and the pace of consolidation in the SaaS market as companies can gain momentum faster from mergers and acquisitions.

Vembu gives the example of team collaboration platform Slack acquiring Atlassian’s chat tools HipChat and Stride. “They used to be competing and now they are cooperating; so, this is an example of the consolidation am talking about. This will spread,” he says.

Talking about competition, it’s worth noting that SaaS startup Freshworks, founded by Zoho’s ex-employee Girish Mathrubootham, is also part of the unicorn club, based in Chennai, and has a product suite called Freshworks 360 very similar to Zoho One. Freshworks, launched in 2010, has already recorded $100 Mn in annual recurring revenue.

Recently, during an Inc42 Ask Me Anything, Mathrubootham said about competing against Zoho that the industry is big enough for the duo to co-exist.

The industry, as rightly pointed out by Girish, is huge. Expected to reach $1 Bn by 2020, the Indian SaaS/enterprise software market currently accounts for 9% of all software sales.

According to a Gartner report, the public cloud services market in India was projected to grow 38% in 2017 to a total of $1.81 Bn. “The highest growth will continue to be driven by infrastructure as a service (IaaS) which is projected to grow at 49.2% in 2017, followed by 33% in software as a service (SaaS) and 32.1% in the platform as a service (PaaS),” the Gartner report said.

Apart from Freshworks in India, Zoho’s main rivals are US companies SAP, Zendesk, and Salesforce, among others. Other players in the Indian SaaS industry include Wingify, Five Second Test and Convert.

Competition is good they say, it drives you to do newer, better, bigger things. Maybe that’s what’s driving all this innovation at Zoho. Things are looking good for the company.

Vembu shared with Inc42 that in 2018, the company will see its fastest growth in almost a decade. A lot of it is because of accelerated adoption of its products and better awareness of what Zoho does.

The company wants to lead this growth through innovation and emerge as a global leader in the industry, says Vembu.

Zoho is striving to be a leader in the Indian SaaS market in more ways than one — while its numbers are strong and it’s growing, innovating, and looking to scale at a fast pace, it’s also taking on the role of a real leader by nurturing the SaaS industry in Chennai and honing the skills and talent of resources.

With a foresighted, iconoclastic leader such as Vembu, Zoho can only going from strength to strength, even as it continues to do things differently.

Sun, 26 Aug 2018 21:34:00 -0500 Bhumika Khatri en text/html https://inc42.com/features/zoho-values-freedom-over-ipo-wants-to-be-a-global-leader-through-innovation/
Killexams : GyanSys Acquires Leading SAP Ariba Partner SouthEnd Group Corporation

INDIANAPOLIS and SÃO PAULO, Brazil, July 11, 2022 (GLOBE NEWSWIRE) -- GyanSys Inc. ("GyanSys"), a leading systems integrator headquartered in Indiana, today announced the acquisition of SouthEnd Group Corporation ("SouthEnd"), a privately held firm with operations & delivery centers in Argentina and Brazil. This acquisition expands GyanSys' geographic footprint to meet growing customer needs of worldwide delivery, deepens GyanSys' portfolio of sourcing and procurement advisory services, and its go-to-market partnership with SAP to meet rising customer demand for experience-led digital transformations. Terms of the transaction were not disclosed. 

SouthEnd, founded in 2006, is an SAP Gold Partner recognized by SAP offering specialized SAP Ariba consulting and application support services. With over 100 consultants across Latin America and an ISO9001 certified Application Support Services unit that is unique in the region, SouthEnd has received several awards from SAP and high recognition from its customers across Brazil, Argentina, Chile, Peru, Guatemala, and the Dominican Republic

Alfredo Poncio, SouthEnd Chief Executive Officer, said, "Our objective was always to be a reference in our industry with the highest possible levels of customer satisfaction. This announcement validates our market recognition and our team's expertise, dedication, and leadership, building SouthEnd into what we have become. We are very excited to become part of the GyanSys family.  We are not only joining a winning team but also multiplying our scale and reach to keep finding new ways to provide high-value services for our customers." 

Andres Reiman, SouthEnd Chief Commercial Officer, added, "This acquisition represents a big step forward in our growth strategy, allowing us to extend the breadth of our services for our existing customer base, as well as the opening new markets. We expect to have a very smooth transition into the GyanSys ecosystem, given our similar approach in our delivery models and entrepreneurial spirit." 

Damian Rosales, SouthEnd Chief Operating Officer, added, "This is, for sure, the most exciting of all transformations that we have had since we started our company. We evolved from being a local startup to becoming a regional firm and became recognized as a LATAM leader in SAP Ariba for four years in a row. Now, by being part of the GyanSys family, our reach increases to a global scale. We are grateful to GyanSys' leadership for the trust they lay on us. We are confident that, together, we will achieve enormous success." 

Rajkishore Una, GyanSys CEO, stated, "The SouthEnd team brings remarkable talent and experience so that our team can exceed our customer's requirements. Combining our team and capabilities and their presence in Brazil and Argentina will allow us to provide exceptional service, such as providing managed services within the same time zone to our North American customers. This new chapter helps GyanSys grow our practices and expand our geographic coverage in Latin America to better serve our customers worldwide." 

About GyanSys

GyanSys is a global mid-tier systems integrator supporting customers in core areas of advisory, implementations, managed services, and data analytics spanning SAP, Salesforce, Microsoft, and other leading enterprise application platforms. We continually invest in our customers' success, employing a mature blended delivery model with over 2,000 consultants supporting over 250 enterprise customers across the Americas, Europe, and APAC. GyanSys is big enough to deliver and small enough to care. For press inquiries and more information, contact media@gyansys.com or visit www.gyansys.com

About SouthEnd 

Since 2006, SouthEnd has been positioned as the leading consultancy services firm in Latin America in the implementation and support of SAP Intelligent Spend & Business Network solutions. With a focus on service excellence and extensive knowledge in procurement and supply chain processes, more than 50 successful projects have been executed in America and Europe. The biggest asset relies on a highly trained professional team built thanks to its training and talent management methodology, strong customer orientation, and focus on quality. Headquartered in the USA with offices in Argentina and Brazil, SouthEnd provides a wide range of services for its clients 100% focused on the digitalization of purchasing and supply chain processes to increase user adoption. Visit SouthEnd at www.southendcorp.com.

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