Stephen Booth, CIO at Coventry University, is dedicated to using digital transformation to help Boost student experiences. He is so committed, in fact, that has he spent more than 20 years delivering technology-led change at the fast-growing higher education institution.
“I wanted to work somewhere that was about a social good,” he says. “For me, education is really meaningful – that’s why I’m there. Every day I walk in and I see my customers, who are the students, and I see that we’re doing something good that helps them.”
A techie by background and passion, Booth joined Coventry in 1999 as a programmer. He has fulfilled a range of roles, including database administration, leading an enterprise middleware team and then running a wider infrastructure team, before becoming assistant director of infrastructure, CTO and – since August last year – director of the IT department.
“That’s the other reason I’ve stayed so long,” says Booth. “I’ve been able to have quite a varied career here. I’ve been able to go across the spectrum and end up in a leadership position. So, I’ve been able to move with the university as it has changed.”
While Booth has stayed loyal to the institution, the university has undergone significant growth. “Ten years ago, we had something like 12,000 students in Coventry,” he says. “We’ve now got 40,000 students in Coventry, but if you include our online students and other campuses, you’re getting close to 80,000.”
Coventry runs campuses in Scarborough, London and Poland, and also has offices around the world. “It has changed enormously,” says Booth. “And so that change, combined with delivering the core mission, is what keeps everything fresh.”
Booth’s promotion to CIO coincided with another shift at the university. Last August, the IT and estates department became a commercial subsidiary. As part of Coventry University Enterprises Limited, Booth’s team provides service back into the group – but also has the opportunity to potentially offer services outside the enterprise firewall.
Moves in that direction have already been made. In February, Booth’s organisation acquired the virtual-learning platform Aula.
“Now I have my own software-engineering company and I have four customers, a couple of which are other higher education institutions,” he says. “That all means commercial aspects are part of my remit.”
Booth says the integration between the IT and estates departments is crucial to the university’s long-term plans. The intention is to build a combined infrastructure services capability.
“You get quite a lot of power and a synergy when you start blending the physical and the virtual and understanding what you can do,” he says.
The aim of this work, says Booth, is to create a fresh approach within a new combined organisation. The people who work for it recognise that they are providing a service back into the broader Coventry group and the wide range of locations and people they serve.
“It just creates a different mindset and purpose for the organisation that still fits with the overall mission but allows you to not be seen as just a part of the university,” he says.
“You get quite a lot of power and a synergy when you start blending the physical and the virtual and understanding what you can do”
Stephen Booth, Coventry University
The shift towards commerciality follows a challenging period for the IT department. Like other academic institutions, Coventry had to manage a shift to online learning when the coronavirus pandemic led to social-distancing measures in early 2020. The good news, says Booth, is that the university’s systems and services were ready.
“As it happened, in terms of digital capability, we were reasonably well prepared,” he says. “We had already got an established online presence – we’re number one in the world in terms of massive open online courses at the moment. So, we’d got a good base infrastructure, but what we obviously had to do was scale that up quickly.”
The university was already enacting a cloud-first strategy, which allowed Booth’s team to “turn on the taps” to meet demand. However, he also recognises – like so many other CIOs – that the business was exposed like never before to the big benefits of digital transformation during the pandemic. This recognition has led to fresh demands on IT.
“You’ve gone from digital maybe being ‘a thing’ in certain parts of the organisation to suddenly everything being online,” he says. “And post-Covid, you come back to something that’s not what you had before but a blended-learning environment instead. And if you think about a blended environment, that starts to transform everything you know.”
Fresh questions – such as “are our rooms fit for purpose?” – have suddenly become prescient. In fact, Booth takes lectures himself, as much as anything to understand the day-to-day challenges that academic colleagues have to deal with. It can be an eye-opening experience in the age of hybrid learning, as other CIOs have also told Computer Weekly.
“You suddenly start to see that you’ve got two audiences – one that’s online and one that’s in the room – so how do you engage them both?” says Booth. “That reality has fundamentally altered the way in which we approach teaching and IT provision.”
Booth says his team’s continuing efforts to deliver the technology the business needs have been accompanied by a cultural change programme. He says it was important that the whole approach to IT provision altered, with a focus on the purpose of the work that technology professionals fulfil and a recognition of how the team would work differently.
“One of the tangible things we’ve done is to accelerate the move to an agile delivery model,” he says. “We were classic waterfall before – we were ‘here’s a project, write your business case, do your tender, see you in 18 months’ time’. We’ve now pivoted that approach to an agile delivery model, which is at different levels of maturity.”
The end result of this shift is that the IT team delivers change into the business every two weeks, rather than months later. And when you start to deliver technical functionality regularly, says Booth, you start to drive up the pace of business transformation.
“You deliver on that promise of agility, which is really what we need,” he says. “I often say to my colleagues that our number one metric is speed. The business takes availability for granted now – everyone uses cloud platforms and they’re rock solid.
“So, our differentiator now has to be speed – how quickly can we go from someone asking for something to meaningful delivery, and that has forced a complete transformation. Since August last year, we have begun to really see that sense of agility take root. It’s starting to change things and supply predictable delivery to the business.”
A crucial support to Coventry’s digital transformation effort has been MuleSoft’s integration platform. The university is reliant on a range of legacy technologies, including a longstanding student records system. Booth is hurry to move away from older technology and is using MuleSoft technology to support his agile business transformation.
“We knew we wanted this integration capability, but what we didn’t know was which system was the best fit for us,” he says. “So, we narrowed it down from 10 to three vendors to do an intensive evaluation. And having done that proof-of-concept work, it allowed us to take the tender to market.
“The reason we chose MuleSoft was because, for us, it was the most complete solution. There’s more of a fully formed house with MuleSoft, whereby you don’t need quite so many people and you’re faster. So, the total cost of ownership – while it’s more expensive in terms of the tin – is much higher in terms of long-term benefits.”
Booth says having a tight grip on integration helps him shift the delivery of technology from large-scale systems to student-focused services. As business requirements change, his IT team can add new elements – and if issues occur in terms of technology provision, they can deal with those too.
“It lets you cut up that monolith a piece at a time,” he says. “So, rather than taking an approach that says, ‘give me money and here’s a new system five years down the track’, I can bring value back into the business sooner. We can start on one project, we can design the service and we can put it in. If we’ve got it wrong, we can change it quickly.
“The technology increases robustness because you’re putting this wrapper around IT, so that if something fails in the back end, the customer doesn’t have to experience that because you can fix it and replay it. So, it all goes towards agility and flexibility and the ability to respond at a decent pace to what the business wants us to do.”
The digital technology that Booth is building is all part of a long-term plan to deliver an increasingly engaged student experience at Coventry. A high level of engagement allows the university to ensure it is delivering the best possible learning outcomes.
“Our mission statement is ‘creating better futures’,” he says. “We’re trying to supply everyone who comes here a better life chance. That’s what we’re trying to do. And to engage students, you need to have systems that supply you a sense of belonging.”
As part of this objective, the university has created student success coaches. These coaches take the engagement data that the IT team collects and work with students to Boost their experiences and their chances of getting the best possible degrees.
“They are there to take that engagement pointer from the data and turn that into a human interaction,” says Booth. “It’s really about providing continuous engagement and a continual feedback loop, with the students able to see their own journeys and feel like they belong to a community of learners.”
On Wednesday 30 June, I attended the launch of the next generation of MuleSoft in Sydney. It was one of a series of launches around the world. It was a slick show, perhaps with a little too much polish for an Australian audience, but the big themes were interesting.
Firstly, being owned by Salesforce, for just over four years now, seems to have been a good thing for MuleSoft. And for Salesforce.
I tend to subscribe to the argument put forward by Paul X McCarthy in Online Gravity that, in the digital universe, there tend to be planetary-sized objects and not much of anything else, allowing for occasional moons, asteroid belts and comets. We have Google for search, Meta for social, Amazon for retail, and so on. We have Salesforce for CRM. And having MuleSoft in the Salesforce stable, so to speak, helps ensure Salesforce can better serve its substantial client base.
The frontier of competition is always changing, and right now data integration is a key battleground on that frontier. Data integration is vital to so many companies for many reasons. Perhaps the two biggest drivers are productivity and the quality of the customer experience. The new MuleSoft tools are pretty much focused on adding real value to both drivers.
On the productivity front we are talking about more automation. Repetitive, low-value, manual tasks can increasingly be replaced with highly versatile bots that can process data from any system, including documents, images, and legacy interfaces. And applications can be more easily connected.
Perhaps what is most promising is that other parts of a company, other than IT, can increasingly use these tools without knowing anything about code. Not only does this mean that projects are less likely to bottleneck around IT, but also the wider business is likely to develop a more mature understanding of technology and how to leverage it.
There is nothing particularly sexy about integration. But there is a lot of business sense about it. Making integration easier means companies can more effectively harness the data they have locked up in legacy systems, as well as have more precision in terms of insights into markets, segments and individual customers.
I don’t expect we’ll see huge breakthroughs in terms of customer experience, but I’m increasingly confident that more and more companies will iteratively develop the capabilities to customise their services and relationships, and it will be the MuleSofts of the world that enable this. As one MuleSoft executive observed, “[MuleSoft] is the glue, the connective tissue,” without even being faintly aware of the relationship between horse parts and glue. But it is true. I’d go further and say it is intelligent connective tissue. And indeed, rather than the knackery, it seems MuleSoft is fit for Flemington.
You can see more on the Connect event here.
Junior Consultant Integration
DeloitteCompany Deloitte Type Vacancy Location Curius Sector Master Required language Dutch, English Website https://careersatdeloitte.com?utmutm_source=Curius&utm_medium=paid_linkad&utm_campaign=landingspage_consideration&utm_term=study_association&utm_content=consulting_awareness
Description
Helping customers with end-to-end integrations from deploying on-premise to cloud, enabling customers for Digital transformation enablement and gain competitive advantage. At Deloitte.
What impact will you make?
Within our team Digital Customer we design, deliver and operate our clients' next-generation, digitally enabled sales and service capabilities through leading strategies and technologies such as Salesforce, MuleSoft, Dell Boomi, Tibco and Informatica. As a Junior Consultant Integration, you will help clients to integrate their systems and applications by building fast, reliable and secure APIs which serve as the digital gateway for the entire organization. You will build business process orchestrations and integrations to enable efficient communication within and outside of the organization.
This is how
being involved in functional and technical workshops to gather and document the requirements from the client, where the focus will be on integrations with various systems;
developing, implementing and testing integrations;
deploying realized solutions to appropriate environments using CI/CD process;
building fast, scalable and secure APIs to enable digitization;
building automated test scripts;
supporting the client during and after the Go-Live;
advising the client about potential improvements.
We offer
in addition to a fixed salary, a share in our profits;
great growth opportunities. Depending on your ambitions and performance, growth into a new role every 2 to 3 years;
a development program that helps you keep developing;
flexible working hours and the opportunity to work from home;
work from home office set-up allowance to make sure you have everything you need to work in an ergonomically-friendly manner;
26 days of paid holiday annually, and the opportunity to purchase 15 additional holiday days annually;
a 40-hour working week;
the opportunity to take a month of unpaid leave once annually;
a good mobility scheme: choose a company car with a fuel card for the whole of Europe, a cash option, a public transport card or reimbursement of travel expenses;
a laptop and an iPhone, which is also for personal use; • a good pension scheme;
an opportunity to take part in our collective health insurance scheme;
an opportunity to benefit from tax-efficient facilities, such as company fitness and a bicycle scheme
What you offer
You are sharp, analytical and focused on substance. Your main goal is always to achieve the best result for our clients. You set the bar high. Not only for yourself, but also for your colleagues. You have the skills to achieve this result together with the relevant stakeholders. You feel comfortable working in an Agile team, working closely with the client and team members. For the role of Junior Consultant Integration, you also have:
a degree in higher/university education in the field of Computer Science, Software Engineering, or other relevant formal education experience;
knowledge and experience with tools such as Java, XML, RAML, JavaScript, SQL, Webservices, APIs;
knowledge of object oriented programming;
interest in developing Business Process Orchestrations;
knowledge and experience with methods such as Agile Scrum is an advantage;
an excellent command of written and spoken Dutch and English.
(W)here
Let's get down to business
We look forward to receiving your application for this position. At Deloitte, we welcome everyone who can bring qualitu and ambition. We'd like to know who you are
NIBC BankAT OsborneLogo CuriusJaffalaan 5
2628 BX, Delft
Tel
K.V.K.: 40398488
Rekeningnr.:: NL 36 ABNA
The UK government ignored its own guidance and refused external help, resulting in an A level algorithm disaster that disproportionately impacted students from disadvantaged backgrounds. But what exactly went wrong and what are the implications?
Digitalization, simply put, is the use of digital technologies to change a business model. The goal ... [+]
gettyWe’re always hearing talk of digitalization. If you don’t possess digital skills in this new economy, you’re told that you’ll be left behind. It's one of those corporate buzzwords where you feel you should know more about it, but haven’t got around to it. The reason may be due to the complexity and enormous undertaking required with the reshaping of the corporate landscape.
Digitalization, simply put, is the use of digital technologies to change a business model. The goal is to make this pivot to unlock value, provide new revenue and Boost the flow of communications and interactions. Done correctly, it will serve both customers and employees.
Matt McLarty, global field chief technology officer and vice president of the digital transformation office at MuleSoft, a Salesforce company, says that data integration strategy has been on the top of mind for many of the enterprise technology leaders he’s been working with.
Every organization is looking for ways to capitalize on the opportunities presented by the digital economy, whether they consider themselves to be “digitally transforming” or not. Businesses that want to succeed in the digital economy need to change their mindset on data. He suggests that businesses should have mental models of how they see the required changes, embrace complexity by tackling issues one at a time and have a holistic approach toward reimagining how business can be brought online and into the future.
There is a race in which organizations are under increased pressure to transform themselves. Companies could lose “on average $7 million by failing to complete digital transformation initiatives.” To stay competitive and lead the pack, business leaders now demand a companywide application programming interface (API) strategy to unlock data and create connected experiences. An API is simply software that sends information back and forth between a website or app and a user.
Enterprises are heavily investing in technologies that enable the automation of repetitive processes to further drive productivity and efficiency. The challenge is that data and systems are highly fragmented—with the average digital interaction involving almost 40 different systems—creating an expectation gap with employees, customers and partners. There’s a lot of work to do as business enterprises have over 800 individual applications or systems, with only one third of them being integrated.
MuleSoft, a division of Salesforce, in collaboration with Deloitte Digital, surveyed 1,050 global IT leaders on the state of connectivity and digital transformation. The study revealed that IT teams continue to struggle with a surging volume of projects, as an increasing number of business leaders demand a companywide API strategy.
MuleSoft provides an integration platform to help businesses connect data, applications and devices across on-premises and cloud computing environments, and is the world’s No. 1 integration and API platform. The company helps people connect more easily to applications, data and devices they need to accelerate change and drive innovation.
Applications lie at the center of digital transformation and efforts to enhance the user experience. On average, organizations are using 976 individual applications (compared to 843 a year ago). Yet, only 28% of these applications are integrated on average, indicating there is still an enormous opportunity to Boost connected user experiences.
• Creating connected user experiences has become increasingly difficult. More than half (55%) of organizations said they find it difficult to integrate user experiences. This is up from 48% a year ago, showing there is increasing complexity for companies to meet their customers' digital needs.
• Overcoming security and governance challenges is a hurdle. Security and governance (54%) was cited as the biggest challenge to integrating user experiences, ahead of outdated IT infrastructure (46%) and an inability to keep up with ever-changing processes, tools and systems (42%).
• Integrating user experience delivers business benefits. Of the organizations that have integrated user experiences, more than half said it had enhanced visibility into operations (54%) and increased customer engagement (54%). Other benefits realized included innovation (50%), improved ROI (48%) and increased automation adoption (45%).
Data silos remain a significant barrier to creating integrated user experiences, with the number of organizations citing silos as a challenge (90%) remaining unchanged from a year ago.
• The biggest challenges to digital transformation are integrating siloed apps and data (38%) and risk management and compliance (37%). Eighty-eight percent of respondents said integration challenges continue to slow digital transformation initiatives.
• Too much is being spent on custom integration. In their efforts to integrate apps and data from across the enterprise, organizations appear to be focusing more resources in the wrong areas, such as custom integration. As a result, they are increasing their technical debt. On average, organizations spent $3.65 million on custom integration labor in the last 12 months, a 4% increase from last year ($3.5 million).
• IT budgets are up, but so is demand. Eighty-five percent of organizations said IT budgets have increased year-on-year (compared to 77% last year). At the same time, the number of projects IT is asked to deliver increased by 40% on average, a big jump from 30% a year ago. Despite the extra budget, IT is finding it difficult to meet the demands of the business. On average, more than half (52%) of projects weren’t delivered on time over the past 12 months.
Despite these integration challenges, the vast majority (98%) of organizations use APIs. By using APIs to connect data and applications, organizations can digitally transform in a more sustainable manner and accelerate business success.
• Most (90%) organizations now have a clear integration and API strategy. Over a quarter (26%) said leaders now demand that all projects abide by a companywide API integration strategy, up from just 15% a year ago.
• Reuse is on the rise. Organizations are increasingly creating and using reusable IT assets and APIs to create new experiences and accelerate projects, rather than building from scratch each time. On average, 46% of organizations’ internal software assets and components are available for developers to reuse—an increase from 42% a year ago. Nearly half (48%) of organizations said IT is actively reusing these components, versus 41% in the 2021 report.
• Enabling non-technical users to harness low-code tools to drive their own automation and digital transformation projects can take huge pressure off IT teams. More than half (55%) of organizations now have a “very mature” or “mature” strategy to empower these users to integrate apps and data sources powered by APIs (compared to 36% last year).
• APIs drive revenue. Two-fifths (40%) of organizations said they have experienced revenue growth as a direct result of leveraging APIs (compared to 28% a year ago).
“Digital agility is essential to successful transformation, allowing organizations to drive innovation at scale, deliver new initiatives faster and create the experiences that customers want,” said Kurt Anderson, managing director and API transformation leader at Deloitte Consulting. Anderson added, “A modern strategy that combines integration, API management and automation is central to achieving digital agility. It enables organizations to easily connect and integrate their data, applications and devices to create new digital capabilities and drive transformation projects.”
Mortgage lender HDFC Ltd on Tuesday said it has partnered with software firm Salesforce to support the company's growth priorities.
HDFC wanted to build the next generation of integration backbone, to easily connect backend and frontend systems including Salesforce, the mortgage firm said in a statement.
Mulesoft with its innovative API-led integration approach and low code integration capabilities, will help HDFC innovate quickly around connecting systems and help create new experiences, it said.
"As an organization we are hurry on building solutions to suit the diverse requirements of our customers across segments. Cloud-based solutions are central to powering exceptional experiences that are intuitive and customized and Salesforce has been a crucial partner in our journey of reimagining the customer lifecycle," HDFC MD Renu Sud Karnad said.
Arundhati Bhattacharya, CEO Salesforce India said, the digital-first world presents an opportunity for organizations to transform their customer experiences, find and use insights from their data, and supply employees the tools and training they need to build incredible careers.
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Velosimo, based in Salt Lake City, is essentially in the business of making different pieces of software work better together. The company offers a marketplace of pre-built “connectors” between products — think about a payment system working with a permitting portal, or a citizen request entering a work order management system, for example.
It’s not a new idea in the world of technology, but what separates Velosimo is that it focuses specifically on the growing ecosystem of software purpose-built for the public sector — or at least very popular among government agencies.
Rather, Velosimo offers connectors for software products from the likes of Accela, SeamlessDocs, Laserfiche, OpenCounter, Tyler Technologies and others.
In four years, and with $3.2 million raised before the Series A, Velosimo has already built a sizable customer base of more than 70 state and local government customers that runs from the range of 20,000 in population up to the state of California. It’s also struck up partnerships with a variety of tech companies, with several others interested.
“Partnering with Macquarie and partnering with Valor is going to supply Granicus, for example, what they’re needing, which is like, ‘Velosimo is a solid player in this space’ — not just Granicus, but CentralSquare, whoever,” he said.
The company’s approach is explicitly no-code, with a dash of low-code. That is to say, the connectors are meant to be handed off to the end users, but Velosimo is increasingly offering ways to help more technical users and contractors build their own connectors as well.
“We make sure that that connector works in ways that it’s meant to for those users of those two systems. That’s built into the connector and it’s managed by the business user, that’s all no-code,” said Ken Sawtelle, the company’s chief revenue officer. “And then our emerging section is the low-code, [where] we provide the building blocks for these partners, not just the [independent software vendors], but also the [system integrators].”
Although tech companies will often sell their products with APIs built in, Velosimo’s pitch is that it eases the burden of every company needing to build connections to every other company. Instead, the company has a natural view into the integrations that are in demand, and focuses entirely on building those connectors in a way that works well.
“Integration is expected at this point,” Trujillo said. “It’s expected, and these companies can’t afford to take the time to do the work — I mean, to do it right and to do it well, where it makes customers happy. Your integration can make or break your deal after the fact, not before, because you can sell them on the vision — it’s when it’s in production, and there’s a 400MB document getting routed that isn’t working, and why isn’t it working?”
Velosimo also offers visibility and tools to help manage those connectors, so if something doesn’t work between two systems it aims to show why and allow the user to try again.
The company’s approach strikes at an ongoing implicit debate in gov tech between wide and narrow — that is, is it better for an agency to have one product that does many things or several products that handle specific tasks and work together?
Cost aside, the latter approach tends to allow for a deeper understanding of user needs within individual products, but requires a lot of integration.
“I come from this [industry] enough to watch these companies try to be the one platform that rules them all,” Trujillo said. “And it sounds like a great story, but it’s not actually what government wants. They want the best technology for that [use case].”
The Latest Released IT Application Development Services market study has evaluated the future growth potential of IT Application Development Services market and provides information and useful stats on market structure and size. The report is intended to provide market intelligence and strategic insights to help decision makers take sound investment decisions and identify potential gaps and growth opportunities. Additionally, the report also identifies and analyses changing dynamics, emerging trends along with essential drivers, challenges, opportunities and restraints in IT Application Development Services market. The study includes market share analysis and profiles of players such as Fujitsu, IBM, Microsoft, Oracle, Red Hat, Accenture, Atos, BT Global Services, Capgemini, Cognizant, Dell Boomi, HPE, Infor, Infosys, InterSystems, Kony, Mindteck, MuleSoft, NEC, SAP, Scribe Software, Serco, Software AG, TCS, TIBCO Software, Wipro & Xoriant.
If you are a IT Application Development Services manufacturer and would like to check or understand policy and regulatory proposal, designing clear explanations of the stakes, potential winners and losers, and options for improvement then this article will help you understand the pattern with Impacting Trends. Click To get trial PDF (Including Full TOC, Table & Figures) https://www.htfmarketreport.com/sample-report/4108647-it-application-development-services-market-1
Major Highlights of the IT Application Development Services Market report released by HTF MI
Market Breakdown by Applications: SME, Large Enterprise, Government
Market Breakdown by Types: Application Development, Application Integration
Revenue and Sales Estimation — Historical Revenue and sales volume is presented and further data is triangulated with top-down and bottom-up approaches to forecast complete market size and to estimate forecast numbers for key regions covered in the report along with classified and well recognized Types and end-use industry.
SWOT Analysis on IT Application Development Services Players
In additional Market Share analysis of players, in-depth profiling, product/service and business overview, the study also concentrates on BCG matrix, heat map analysis, FPNV positioning along with SWOT analysis to better correlate market competitiveness.
Demand from top notch companies and government agencies is expected to rise as they seek more information on latest scenario. Check Demand Determinants section for more information.
Regulation Analysis
• Local System and Other Regulation: Regional variations in Laws for the use of IT Application Development Services
• Regulation and its Implications
• Other Compliances
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FIVE FORCES & PESTLE ANALYSIS:
In order to better understand Market condition five forces analysis is conducted that includes Bargaining power of buyers, Bargaining power of suppliers, Threat of new entrants, Threat of substitutes, Threat of rivalry.
• Political (Political policy and stability as well as trade, fiscal and taxation policies)
• Economical (Interest rates, employment or unemployment rates, raw material costs and foreign exchange rates)
• Social (Changing family demographics, education levels, cultural trends, attitude changes and changes in lifestyles)
• Technological (Changes in digital or mobile technology, automation, research and development)
• Legal (Employment legislation, consumer law, health and safety, international as well as trade regulation and restrictions)
• Environmental (Climate, recycling procedures, carbon footprint, waste disposal and sustainability)
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Heat map Analysis, 3-Year Financial and Detailed Company Profiles of Key & Emerging Players: Fujitsu, IBM, Microsoft, Oracle, Red Hat, Accenture, Atos, BT Global Services, Capgemini, Cognizant, Dell Boomi, HPE, Infor, Infosys, InterSystems, Kony, Mindteck, MuleSoft, NEC, SAP, Scribe Software, Serco, Software AG, TCS, TIBCO Software, Wipro & Xoriant
Geographically, the following regions together with the listed national/local markets are fully investigated:
• APAC (Japan, China, South Korea, Australia, India, and Rest of APAC; Rest of APAC is further segmented into Malaysia, Singapore, Indonesia, Thailand, New Zealand, Vietnam, and Sri Lanka)
• Europe (Germany, UK, France, Spain, Italy, Russia, Rest of Europe; Rest of Europe is further segmented into Belgium, Denmark, Austria, Norway, Sweden, The Netherlands, Poland, Czech Republic, Slovakia, Hungary, and Romania)
• North America (U.S., Canada, and Mexico)
• South America (Brazil, Chile, Argentina, Rest of South America)
• MEA (Saudi Arabia, UAE, South Africa)
Some Extracts from IT Application Development Services Market Study Table of Content
IT Application Development Services Market Size (Sales) Market Share by Type (Product Category) [Application Development, Application Integration] in 2021
IT Application Development Services Market by Application/End Users [SME, Large Enterprise, Government ]
Global IT Application Development Services Sales and Growth Rate (2017-2027)
IT Application Development Services Competition by Players/Suppliers, Region, Type and Application
IT Application Development Services (Volume, Value and Sales Price) table defined for each geographic region defined.
Supply Chain, Sourcing Strategy and Downstream Buyers, Industrial Chain Analysis
……..and view more in complete table of Contents
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Aug 01, 2022 (The Expresswire) -- Global “Cloud Integration Software Market” research report offers inside and out examination on market size, share, drivers, limitations, etc. Besides, this report remembers the inexact investigation of various portions for terms of general development, advancement, new opportunity, business methodologies, and so on for the gauge time of 2028. The report further offers a dashboard overview of top companies encompassing their successful marketing strategies, contribution, latest developments in both present and future contexts. This reports also covers monetary and exchange fluctuations, import-export trade, and global market status in a smooth-tongued pattern. The examination report comprises of the presentation of the market, vital participants, amazing open doors, restrictions, product and type classification, and large market investigation.
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Global Cloud Integration Software Scope and Market Size: -
Cloud Integration Software market is segmented by players, region (country), by Type and by Application. Players, stakeholders, and other participants in the global Cloud Integration Software market will be able to gain the upper hand as they use the report as a powerful resource. The segmental analysis focuses on revenue and forecast by Type and by Application for the Cloud Integration Software Market Forecast period 2017-2028.
Market Analysis and Insights: Global Cloud Integration Software Market
This report focuses on global Cloud Integration Software Market Share, also covers the segmentation data of other regions in regional level and county level.
Due to the COVID-19 pandemic, the global Cloud Integration Software market analysis is estimated to be worth USD million in 2022 and is forecast to a readjusted size of USD million by 2028 with a CAGR of during the review period. Fully considering the economic change by this health crisis, by Type, Cloud Integration Software accounting for the Cloud Integration Software global market in 2021, is projected to value USD million by 2028, growing at a revised CAGR in the post-COVID-19 period. While by Application, leading segment, accounting for over percent market share in 2021, and altered to an CAGR throughout this forecast period.
In United States the Cloud Integration Software market size is expected to grow from USD million in 2021 to USD million by 2028, at a CAGR of during the forecast period.
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List of TOP KEY PLAYERS in Cloud Integration Software Market Report are -
● Oracle ● Microsoft ● TIBCO Software Inc ● Informatica Corporation ● SAP ● MuleSoft Inc ● Dell ● SnapLogic Inc ● Software AG ● IBM ● AccentureGlobal Cloud Integration Software Market: Segment Analysis
The research report includes specific segments by region (country), by company, by Type and by Application. This study provides information about the sales and revenue during the historic and forecasted period of 2017 to 2028. Understanding the segments helps in identifying the importance of different factors that aid the market growth.
The Cloud Integration Software Market is Segmented by Types:
● Infrastructure-as-a-service ● Platform-as-a-service ● Software-as-a-serviceThe Cloud Integration Software Market is Segmented by Applications:
● BFSI ● Healthcare ● Education ● OthersEnquire before purchasing this report -https://www.researchreportsworld.com/enquiry/pre-order-enquiry/21173800
Geographically, this report is segmented into several key regions, with sales, revenue, market share and growth Rate of Cloud Integration Software in these regions, from 2022 to 2028, covering
● North America (United States, Canada and Mexico) ● Europe (Germany, UK, France, Italy, Russia and Turkey etc.) ● Asia-Pacific (China, Japan, Korea, India, Australia, Indonesia, Thailand, Philippines, Malaysia and Vietnam) ● South America (Brazil, Argentina, Columbia etc.) ● Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria and South Africa)Important Features that are under Offering and Key Highlights of the Reports:
● To get insights into the countries in Cloud Integration Software market. ● To get extensive-ranging information about the top key players in this industry, their product portfolios, and key strategies embraced by the players. ● To get a complete overview of the Cloud Integration Software market. ● To know the future view for the market. ● To learn about the market plans that are being adopted by top organizations. ● To understand the supreme affecting driving and restraining forces in the market and their influence on the global market.Key Questions Addressed by the Report
● New products/service competitors are exploring? ● Key players in the Cloud Integration Software market and how extreme is the competition? ● What are the future market trends that manufacturers are emphasizing on in the future updates? ● For each segment, what are the crucial opportunities in the market? ● What are the key growth strategies embraced by key market players in the market? ● What are the key success strategies adopted by major competitors in the market?An exhaustive and professional study of the global Cloud Integration Software market report has been completed by industry professionals and presented in the most particular manner to present only the details that matter the most. The report mainly focuses on the most dynamic information of the global market.
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Major Points from Table of Contents:
1 Cloud Integration Software Market Overview
1.1 Cloud Integration Software Product Scope
1.2 Cloud Integration Software Segment by Type
1.3 Cloud Integration Software Segment by Application
1.4 Cloud Integration Software Market Estimates and Forecasts (2017-2028)
2 Cloud Integration Software Estimates and Forecasts by Region
2.1 Global Cloud Integration Software Market Size by Region: 2017 VS 2021 VS 2028
2.2 Global Cloud Integration Software Market Scenario by Region (2017-2021)
2.3 Global Market Estimates and Forecasts by Region (2022-2028)
2.4 Geographic Market Analysis: Market Facts and Figures
3 Global Cloud Integration Software Competition Landscape by Players
3.1 Global Top Cloud Integration Software Players by Sales (2017-2021)
3.2 Global Top Cloud Integration Software Players by Revenue (2017-2021)
3.3 Global Cloud Integration Software Market Share by Company Type (Tier 1, Tier 2 and Tier 3) and (based on the Revenue in Cloud Integration Software as of 2020)
3.4 Global Cloud Integration Software Average Price by Company (2017-2021)
3.5 Manufacturers Cloud Integration Software Manufacturing Sites, Area Served, Product Type
3.6 Manufacturers Mergers and Acquisitions, Expansion Plans
4 Global Cloud Integration Software Market Size by Type
4.1 Global Cloud Integration Software Historic Market Review by Type (2017-2021)
4.2 Global Market Estimates and Forecasts by Type (2022-2028)
4.2.3 Global Price Forecast by Type (2022-2028)
5 Global Cloud Integration Software Market Size by Application
5.1 Global Cloud Integration Software Historic Market Review by Application (2017-2021)
5.2 Global Market Estimates and Forecasts by Application (2022-2028)
6 North America Cloud Integration Software Market Facts and Figures
6.1 North America Cloud Integration Software by Company
6.2 North America Cloud Integration Software Breakdown by Type
6.3 North America Cloud Integration Software Breakdown by Application
7 Europe Cloud Integration Software Market Facts and Figures
8 China Cloud Integration Software Market Facts and Figures
9 Japan Cloud Integration Software Market Facts and Figures
10 Southeast Asia Cloud Integration Software Market Facts and Figures
11 India Cloud Integration Software Market Facts and Figures
12 Company Profiles and Key Figures in Cloud Integration Software Business
13 Cloud Integration Software Manufacturing Cost Analysis
13.1 Cloud Integration Software Key Raw Materials Analysis
13.1.1 Key Raw Materials
13.1.2 Key Raw Materials Price Trend
13.1.3 Key Suppliers of Raw Materials
13.2 Proportion of Manufacturing Cost Structure
13.3 Manufacturing Process Analysis of Cloud Integration Software
13.4 Cloud Integration Software Industrial Chain Analysis
14 Marketing Channel, Distributors and Customers
14.1 Marketing Channel
14.2 Cloud Integration Software Distributors List
14.3 Cloud Integration Software Customers
15 Market Dynamics
15.1 Cloud Integration Software Market Trends
15.2 Cloud Integration Software Drivers
15.3 Cloud Integration Software Market Challenges
15.4 Cloud Integration Software Market Restraints
Continued…
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