Digital transformation has fundamentally disrupted global manufacturing. It’s not just a single technological advancement; it’s a full range of emerging technologies that are revolutionizing the industry. Social, mobile, Big Data, analytics, cloud, and the Internet of Things are re-defining every organization’s operating models. Within the next decade, many manufacturers will find themselves managing operations that are virtually unrecognizable from the past century.
Complexity, globalization and digitalization are just some of the elements at play in the risk landscape—and data is becoming a core part of understanding and navigating risk.
How do modern finance leaders view, navigate and manage enterprise risk with data? Dun & Bradstreet surveyed global finance leaders across industries and business types. Here are the top trends that emerged from the study:
1. The Enterprise Risk & Strategy Disconnect—Finance leaders are using data and managing risk programs, but over 65% of finance leaders say there’s missing link between risk and strategy.
2. The Risks of the Use and Misuse of Data—Up to 50% of the data used to manage modern risk is disconnected. Only 15% of leaders are confident about the quality of their data.
3. Risky Relationships—Only 20% of finance leaders say the data they use to manage risk is fully integrated and shared.
Download the study to learn how finance leaders are approaching data and enterprise risk management
Navigating Uncertainty & Disruption in a Post-Brexit World
Risk management and finance professionals are navigating an unprecedented period of uncertainty. In a post-Brexit world, how can business leaders best navigate disruption?
Data has become the most valuable business commodity, but not all data is meaningful. Data that helps you uncover hidden associations with customers, partners and suppliers can be a true catalyst for business transformation and growth.
In this ebook, we have mapped out the crucial steps in the journey towards operationalizing relationship data to:
- Define Relationship Data
- Use relationship data to unlock new opportunities
- Apply relationship data across the organization to drive growth
Stories and statistics behind successful analytics projects
The adoption of analytics across the enterprise is accelerating, and with good reason. Analytics can offer a competitive advantage by helping to identify growth opportunities, circumnavigate risk and improve customer relationships. These insights are becoming crucial parts of the business strategy for executives representing a wide array of industries.
Check out our latest eBook to see how some of the world’s leading companies are using analytics to meet their needs. You’ll receive diverse examples of how organizations applied the latest statistical methodologies, such as: scorecard build, regression, decision trees, machine learning and material change to uncover meaning in data.
The examples represent global brands across critical industries – Financial Services, Insurance, High-Tech, Aerospace, Manufacturing and others – where analytics helped answer their most challenging questions.
How do some of the world’s biggest organizations transform their global HR operations? The five companies profiled in this eBook made their HR transformation journeys in very different ways, but they all arrived at the same destination—a single system that streamlines processes and boosts engagement across the entire organization. Read now to get their stories.
We live in an age of unrivaled ecommerce opportunity. The number of new internet users is climbing by 248 million each year, equating to 7% annual growth. That figure in turn is dwarfed by booming ecommerce rates, which average out at 14% globally.
This report offers an overview of ecommerce markets across the globe, summarizing the current situation, and identifying the most effective ways to nurture business - and the customer experience - on a local and global scale.
The economic face of the APAC region is changing. While the East has long been considered a source of competitively priced raw materials and manufacturing services, the spending power of its inhabitants - and their increased fondness for international travel - has transformed it into a force to be reckoned with.
It’s estimated that, over the next five years, 88% of
the growth in the global middle class will be in the Asia Pacific region.1 If multinational companies hope to take advantage of this vast new target market, they will need to adapt their expansion strategies and offer APAC customers a tailored retail experience.
Doing business across borders presents a whole host of unfamiliar challenges to today’s merchant.
As technological advancement and increasing globalization unlock international markets,
it’s tempting to imagine that a business model successful in one region can simply be transplanted into another.
Not so. The logistics of domestic and international transactions have changed, and so too have customer expectations and preferences. Customer and merchants pain points have transformed and multiplied.
In this report, we explore some of the core challenges businesses today face in their quest to succeed in global commerce.
We offer an overview of how unified commerce can both resolve these issues and offer new advantages and standards of best practice, enabling your business to meet the demands
of tomorrow’s customer, no matter their location, preferred payment method, and mode of contact.
China is becoming one of the most important markets for luxury goods in the world. The rise of the Chinese luxury consumer is bringing a world of opportunities to luxury retail giants across the globe.
By 2025, it is expected that consumers in China will account for 44% of the $339 billion in luxury goods spending worldwide.
This infographic highlights these projected luxury sales increases and identifies the primary drivers and the preferred payment methods for Chinese consumers.
In just a few decades we've gone from face-to-face, catalog and phone omnichannel: endless retail/multiple ways to buy and receive goods. That change has expolded sales.
Download this interesting Infographic to see more.
Published By: ServiceNow
Published Date: Oct 18, 2013
Three IT transformations can help IT get its own house in order to
become the proactive partner of the business. By applying these
concepts, IT departments at major enterprises are changing the
way they engage with their business peers.
Published By: Sage EMEA
Published Date: Jan 29, 2019
SagecommissionedForresterConsultingtoconducta TotalEconomicImpact™(TEI)studytoexaminethe potentialreturnoninvestment(ROI)organizationsmay realizebydeployingits Enterprise Management solutionas part of Sage Business Cloud.Thepurpose ofthisstudyistoprovidereaders withaframework to evaluatethepotentialfinancialimpactof Enterprise Managementwithintheir organizations. Tobetter understandthebenefits,costs,andrisks associatedwithaninvestmentinEnterprise Management,Forrester conducted in-depth interviews withtwoEnterprise Managementcustomers. For a brief description of each customer, see the Analysis section. According toSage,Enterprise Managementis an integratedand globalenterprise business management solution for purchasing, manufacturing, inventory, sales, customer service,and financial management. Formoredetails ontheEnterprise Management solution,seeAppendix A. For this TEI study, Forrester has created a compositeOrganizationto illustrate the quantifiable benefits and costs of investing i
Published By: Gate2Shop
Published Date: Jan 28, 2011
Due to the constantly changing global online payment landscape, online businesses of all sizes need payment solutions that can be easily adapted to their needs. E-commerce providers must take a step ahead and continue to add more innovative features to the continuously growing portfolio of e-commerce solutions. Are you making it easy for your customer to purchase?
Oracle’s Global Customer Experience report surveyed more than 1,300 executives across 18 countries on the state of customer experience. This study, one of the largest of its type ever undertaken, yields crucial new insights on the challenges, strategies and lessons learned for succeeding in the customer experience era. Visit the Global Customer Experience Survey Microsite to read the complete research results or to use the CX Benchmarking tool to see where your organization stands.
As an HR leader, what keeps you up at night? Is it meeting your executives’ demands for a greater contribution to the company’s strategic vision? Is it the requests to cut operational costs while simultaneously increasing efficiency? Most likely it’s the daunting combination of the two. HR success today means:
• Streamlining core HR processes to eliminate waste and increase staff productivity
• Ensuring that your talent strategy aligns with company goals and drives bottom line success
• Investing in the right technology to ensure both local agility and global scalability
Talent management has moved to the top of the CEO’s agenda. In a 2012 global survey of CEOs and CFOs by the Economist Intelligence Unit, 53 percent of these leaders said that insufficient talent within their organization could harm them financially over the next 12 months. The number expressing financial concerns rose to 67 percent at organizations with more than 1,500 employees. Moreover, a full 83 percent of HR and business executives believe that talent programs need to be improved, according to Deloitte’s 2012 report Talent Edge 2020. With statistics like these, it’s no wonder there’s more pressure than ever on HR leaders to make the right talent decisions for their organizations and to source the right talent management systems to maximize the value of their workforce.