We know what it takes to solve our clients’ biggest challenges, and we’ve spent the last 50 years delivering software that is fueled by expertise, built for change, and ready for work.
IBM collaborates with government leaders to transform services, improve outcomes of social programs, facilitate global trade, protect borders and enhance public safety.
IBM’s distribution sector industry value proposition: IBM collaborates with distributors to help improve customers’ experiences, optimize operations and supply chains, and drive organizational efficiencies.
The document discusses how the IBM zEnterprise system can provide benefits for healthcare organizations by helping them improve operational effectiveness, achieve better quality and outcomes, and enable collaborative care. It highlights key capabilities of the zEnterprise system like cost savings, security, availability, efficiency and scalability. The system allows consolidation of platforms and simplification of IT infrastructure to help healthcare providers reduce complexity and costs while improving services.
Track Keynote for the Enterprise Modernization Track at the IBM Rational Software Conference 2009
Everyone is well aware that we are in tough economic times right now. However, these difficult times also present opportunities for companies that can quickly adapt to these changing conditions. When you look at what inhibits companies from being as agile as they would like, IT is often cited as a problem area. While there can be many root causes, among the most important are (1) a reliance on fragile legacy applications about which companies have a limited understanding, (2) development staff that are not sufficiently productive, and (3) disconnected team infrastructures that inhibit collaboration and traceability. These problems limit your organization's flexibility. They are costing you money. And they tie up resources that could otherwise focus on new business to bring in more revenue. This track will showcase IBM Rational's Enterprise Modernization solutions that enable organizations to: reduce project risk by managing and extracting value from their application portfolio, exploit new technologies to deliver more flexible business solutions, empower new and existing IT staff to build multi-platform applications, increase productivity with a modern software delivery platform, and improve development efficiency and collaboration by unifying multiple teams.
This document discusses IBM Power Systems and IBM i. It highlights that IBM Power Systems are designed for business computing and provide lower costs than alternatives like x86 servers over a three year period. It also notes that IBM i and Power Systems are highly integrated which can help minimize complexities and costs for businesses.
IBM is an international technology company with subsidiaries around the world. The company's core values are dedication to client success, innovation that benefits both IBM and the world, and trust in all relationships. IBM's mission is to deliver business value to clients through integrated IT solutions while shifting to higher-value software and services. The company focuses on growth markets, analytics, industry solutions, and cloud/data center technologies. IBM has a global distribution strategy and targets markets for growth, analytics, cloud/data center solutions, and smarter planet initiatives.
APPNATION IV - IBM - Phil Buckellew KeynoteMasha Geller
Phil Buckellew discusses IBM's mobile enterprise solutions. Mobile was a key driver of online holiday shopping in 2012. CEOs prioritize customer insights over other decisions. Many CIOs plan to support BYOD and mobile apps while addressing security challenges. Enterprises lag in mobile skills. Successful mobile app development requires design, IT, and business teams to work together. IBM offers mobile solutions across application development, management, and business capabilities.
This document provides an overview of IBM for Henrik Dalin. It discusses IBM's history starting in 1911 in the US and expanding to Sweden in 1928. It now has over 400,000 employees working in 170 countries, and had $100 billion in revenue in 2010. The document also summarizes that IBM focuses heavily on research through its 4000 researchers across 9 facilities, publishing numerous reports, and receiving several Nobel Prizes. It describes IBM's structure and business groups.
IBM eliminated 14,500 jobs in 2005, mostly in India, as part of a strategy to cut costs by moving jobs to "strategic low-cost geographies." The company also gave away some intellectual property and supported open-source software to increase its customer base and competitive advantage. While IT may remain complex, IBM believes customers will continue needing help solving business problems, so it aims to maintain its services business.
IBM Evolving Core Franchises_May 2014 pptRajesh Vora
The document discusses IBM's strategy to evolve its core franchises of software, services, and hardware to capitalize on growing IT opportunities and shifting profit pools. It outlines IBM's continuous remixing of its portfolio through acquisitions and divestitures. IBM reinvests in its core franchises of global technology services, global business services, systems and technology, and software to support rapid growth in areas like cloud, analytics, mobile and security.
This document summarizes IBM's perspective on cloud computing in 2011 and beyond. It discusses how cloud computing leverages existing technologies like virtualization, automation, and standardization to provide benefits like low costs, flexibility, simplicity, and rapid provisioning. IBM positions itself as focusing on enterprise clients and industries, with cloud services that are optimized, integrated, and managed. Examples are given of how governments and educational institutions are using the cloud to increase efficiency, collaboration, and access to resources.
Cloud computing technologies can help electronics companies improve efficiency, reduce costs, and enable new capabilities. Through cloud integration, companies can achieve operational efficiencies of scale, capture global market opportunities faster, and respond quickly to changes. Cloud computing also allows for enhanced systems, application, and data integration across direct sales channels. This improves customer experience and strengthens brands. Additionally, cloud computing improves operational efficiency by enabling collaboration and advanced analytics. It also enables collaborative product development through integrated information and applications. Finally, cloud computing can help electronics companies take advantage of opportunities in enabling smarter home technologies.
1) China Telecom implemented an internal cloud computing model based on IBM technology to reduce time to market for new products from 3-4 months to just 2-3 days.
2) The solution included IBM Power servers virtualized with IBM PowerVM and managed as a private cloud with IBM Systems Director VMControl to improve utilization of resources.
3) This allowed China Telecom to consolidate hardware and reduce costs by over 50% while improving flexibility to develop new multi-department products and services faster than competitors.
IBM Strategy and Values: (1) Focus on open technologies and high- value solutions, (2) Deliver integration and innovation to clients, (3) Become the premier Globally Integrated Enterprise.
The document discusses IBM's history of innovation over the past century, its focus on progress through technological leadership, and its work helping clients and communities in the UK and Ireland become smarter and more sustainable through the application of analytics, cloud, and other technologies. IBM strives to make a positive impact through diversity and environmental stewardship while transforming industries like retail, transportation, and more.
Managing Information Technology Servicesmichaelmadsen
1. The document discusses the increasing pressure faced by IT organizations to justify costs and demonstrate value to the business. It describes various external factors like commoditization of technology as well as internal factors driving this pressure.
2. Adopting a services approach provides a framework for IT organizations to address challenges by focusing on customer needs and satisfaction. A services model defines what the IT organization delivers and gets in return through services.
3. The benefits of a services approach include helping the IT organization communicate value, align with business needs, and identify required capabilities. It also provides a basis for comparing internal and external service providers.
Insurance companies face several challenges like industry consolidation, regulatory pressures, shrinking margins, and along with that, demands from shareholders and stakeholders are quite high to stay competitive. In order to stay competitive, they need to transform their processes and operations, improve profitability, reduce cost and meet the ever growing need for improved customer service.
See how MphasiS utilizes various technology resources to improve the insurance industry's operations.
The document discusses how organizations can maximize business value from existing IT investments over time. It argues that businesses are slow to assimilate new technologies and do not fully exploit existing IT assets. The document recommends that executives prioritize extracting value from current IT systems through an ongoing process of learning and innovation, rather than taking a project-based approach to new technologies. This approach requires new organizational capabilities focused on knowledge management, social learning networks, and directed incrementalism.
The document discusses how organizations can maximize the value of existing IT investments over long periods of time. It argues that businesses do not fully exploit existing technology and jump from project to project without maximizing the value of each implementation. The document presents a model called "The Long Conversation" which views IT implementation as a long-term learning process rather than individual projects. This requires new organizational capabilities to support social learning over IT journeys that last far beyond initial deployment.
Big data cloud cloud circle keynote_final laura colvine 8th november 2012IBM
This document discusses how organizations are using big data and cloud computing to gain insights and optimize operations. It provides examples of how forward-thinking organizations are (1) creating scalable and trusted systems to manage large amounts of data, (2) using data to optimize complex decisions and identify trends, and (3) acting on insights by improving outcomes and customer satisfaction. Specific cases highlight collaborating across healthcare systems in the cloud, using weather data to improve wind farm forecasts, reducing surgery hospitalizations through genetic data analysis, and improving transaction processing. The document argues convergence of data sources and cloud-based tools will further increase business optimization.
IBM has a long history dating back to 1911 and has transformed over the decades from a producer of tabulating machines and services into a global technology services and software company led by executives like Thomas Watson Sr., Lou Gerstner, and Sam Palmisano who implemented strategies shifting IBM away from hardware and towards higher value services and solutions. Under Gerstner and Palmisano, IBM divested low-value assets and acquired numerous software companies to build a portfolio focused on infrastructure, integration, and innovation to become a globally integrated enterprise.
IBM hired Louis Gerstner as CEO in 1993 to turn the company around. Gerstner stabilized IBM by cutting costs, selling off unprofitable business units, and focusing on services and software. Under Gerstner's leadership, IBM transitioned from manufacturing computers to providing consulting services and prioritized high-margin businesses like middleware. These strategic changes helped IBM become profitable again and regain its position as a leading technology company.
Sorin Visan is the Director of IBM Software in Romania. The document discusses how cloud computing offers several advantages for businesses including scalability, cost flexibility, and adaptability. It also discusses how governments and public sector organizations can take advantage of the cloud to innovate citizen services, collaborate more effectively, and transform core operations. Finally, the document outlines IBM's SmartCloud Solutions portfolio and capabilities around accelerating business processes, delivering analytics, and enabling collaborative networks.
The presentation I presented at the local Belgium Innovate conference. It gives an overview of how the IBM Rational portfolio can be used to address the challenges of Mobile application lifecycle management
IBM analyzed its strategies and environment to move into higher-value software and services. It conducted PESTEL, five forces, SWOT analyses. IBM understood value was shifting to software due to globalization, new technology, and customer needs. It sold hardware units and focused on software, services. It aimed to help clients through technology and provide long-term shareholder value. Noise from various internal and external factors impacted IBM as a complex nonlinear system, but it had strengths to adapt its strategies accordingly.
This document provides an overview of IBM for Henrik Dalin. It discusses IBM's history starting in 1911 in the US and expanding to Sweden in 1928. It now has over 400,000 employees working in 170 countries, and had $100 billion in revenue in 2010. The document also summarizes that IBM focuses heavily on research through its 4000 researchers across 9 facilities, publishing numerous reports, and receiving several Nobel Prizes. It describes IBM's structure and business groups.
IBM eliminated 14,500 jobs in 2005, mostly in India, as part of a strategy to cut costs by moving jobs to "strategic low-cost geographies." The company also gave away some intellectual property and supported open-source software to increase its customer base and competitive advantage. While IT may remain complex, IBM believes customers will continue needing help solving business problems, so it aims to maintain its services business.
IBM Evolving Core Franchises_May 2014 pptRajesh Vora
The document discusses IBM's strategy to evolve its core franchises of software, services, and hardware to capitalize on growing IT opportunities and shifting profit pools. It outlines IBM's continuous remixing of its portfolio through acquisitions and divestitures. IBM reinvests in its core franchises of global technology services, global business services, systems and technology, and software to support rapid growth in areas like cloud, analytics, mobile and security.
This document summarizes IBM's perspective on cloud computing in 2011 and beyond. It discusses how cloud computing leverages existing technologies like virtualization, automation, and standardization to provide benefits like low costs, flexibility, simplicity, and rapid provisioning. IBM positions itself as focusing on enterprise clients and industries, with cloud services that are optimized, integrated, and managed. Examples are given of how governments and educational institutions are using the cloud to increase efficiency, collaboration, and access to resources.
Cloud computing technologies can help electronics companies improve efficiency, reduce costs, and enable new capabilities. Through cloud integration, companies can achieve operational efficiencies of scale, capture global market opportunities faster, and respond quickly to changes. Cloud computing also allows for enhanced systems, application, and data integration across direct sales channels. This improves customer experience and strengthens brands. Additionally, cloud computing improves operational efficiency by enabling collaboration and advanced analytics. It also enables collaborative product development through integrated information and applications. Finally, cloud computing can help electronics companies take advantage of opportunities in enabling smarter home technologies.
1) China Telecom implemented an internal cloud computing model based on IBM technology to reduce time to market for new products from 3-4 months to just 2-3 days.
2) The solution included IBM Power servers virtualized with IBM PowerVM and managed as a private cloud with IBM Systems Director VMControl to improve utilization of resources.
3) This allowed China Telecom to consolidate hardware and reduce costs by over 50% while improving flexibility to develop new multi-department products and services faster than competitors.
IBM Strategy and Values: (1) Focus on open technologies and high- value solutions, (2) Deliver integration and innovation to clients, (3) Become the premier Globally Integrated Enterprise.
The document discusses IBM's history of innovation over the past century, its focus on progress through technological leadership, and its work helping clients and communities in the UK and Ireland become smarter and more sustainable through the application of analytics, cloud, and other technologies. IBM strives to make a positive impact through diversity and environmental stewardship while transforming industries like retail, transportation, and more.
Managing Information Technology Servicesmichaelmadsen
1. The document discusses the increasing pressure faced by IT organizations to justify costs and demonstrate value to the business. It describes various external factors like commoditization of technology as well as internal factors driving this pressure.
2. Adopting a services approach provides a framework for IT organizations to address challenges by focusing on customer needs and satisfaction. A services model defines what the IT organization delivers and gets in return through services.
3. The benefits of a services approach include helping the IT organization communicate value, align with business needs, and identify required capabilities. It also provides a basis for comparing internal and external service providers.
Insurance companies face several challenges like industry consolidation, regulatory pressures, shrinking margins, and along with that, demands from shareholders and stakeholders are quite high to stay competitive. In order to stay competitive, they need to transform their processes and operations, improve profitability, reduce cost and meet the ever growing need for improved customer service.
See how MphasiS utilizes various technology resources to improve the insurance industry's operations.
The document discusses how organizations can maximize business value from existing IT investments over time. It argues that businesses are slow to assimilate new technologies and do not fully exploit existing IT assets. The document recommends that executives prioritize extracting value from current IT systems through an ongoing process of learning and innovation, rather than taking a project-based approach to new technologies. This approach requires new organizational capabilities focused on knowledge management, social learning networks, and directed incrementalism.
The document discusses how organizations can maximize the value of existing IT investments over long periods of time. It argues that businesses do not fully exploit existing technology and jump from project to project without maximizing the value of each implementation. The document presents a model called "The Long Conversation" which views IT implementation as a long-term learning process rather than individual projects. This requires new organizational capabilities to support social learning over IT journeys that last far beyond initial deployment.
Big data cloud cloud circle keynote_final laura colvine 8th november 2012IBM
This document discusses how organizations are using big data and cloud computing to gain insights and optimize operations. It provides examples of how forward-thinking organizations are (1) creating scalable and trusted systems to manage large amounts of data, (2) using data to optimize complex decisions and identify trends, and (3) acting on insights by improving outcomes and customer satisfaction. Specific cases highlight collaborating across healthcare systems in the cloud, using weather data to improve wind farm forecasts, reducing surgery hospitalizations through genetic data analysis, and improving transaction processing. The document argues convergence of data sources and cloud-based tools will further increase business optimization.
IBM has a long history dating back to 1911 and has transformed over the decades from a producer of tabulating machines and services into a global technology services and software company led by executives like Thomas Watson Sr., Lou Gerstner, and Sam Palmisano who implemented strategies shifting IBM away from hardware and towards higher value services and solutions. Under Gerstner and Palmisano, IBM divested low-value assets and acquired numerous software companies to build a portfolio focused on infrastructure, integration, and innovation to become a globally integrated enterprise.
IBM hired Louis Gerstner as CEO in 1993 to turn the company around. Gerstner stabilized IBM by cutting costs, selling off unprofitable business units, and focusing on services and software. Under Gerstner's leadership, IBM transitioned from manufacturing computers to providing consulting services and prioritized high-margin businesses like middleware. These strategic changes helped IBM become profitable again and regain its position as a leading technology company.
Sorin Visan is the Director of IBM Software in Romania. The document discusses how cloud computing offers several advantages for businesses including scalability, cost flexibility, and adaptability. It also discusses how governments and public sector organizations can take advantage of the cloud to innovate citizen services, collaborate more effectively, and transform core operations. Finally, the document outlines IBM's SmartCloud Solutions portfolio and capabilities around accelerating business processes, delivering analytics, and enabling collaborative networks.
The presentation I presented at the local Belgium Innovate conference. It gives an overview of how the IBM Rational portfolio can be used to address the challenges of Mobile application lifecycle management
IBM analyzed its strategies and environment to move into higher-value software and services. It conducted PESTEL, five forces, SWOT analyses. IBM understood value was shifting to software due to globalization, new technology, and customer needs. It sold hardware units and focused on software, services. It aimed to help clients through technology and provide long-term shareholder value. Noise from various internal and external factors impacted IBM as a complex nonlinear system, but it had strengths to adapt its strategies accordingly.
This document discusses how organizations can optimize their business through the use of information and analytics. It describes how the world is becoming more instrumented, interconnected and intelligent, creating both opportunities and challenges for organizations regarding data volume, variety and velocity. The document advocates that organizations can gain insights, make better decisions and outperform competitors by leveraging analytics at the point of impact across their business. It also outlines IBM's capabilities and solutions for business optimization, including industry-specific approaches, predictive analytics, information governance and workload-optimized systems and services.
Stabilizing growing threats and maintaining order is one of the key imperative for government organizations. Smart governments will work to STRENGTHEN PUBLIC SAFETY by Enabling law enforcement organizations to achieve situational awareness, increase speed of command and combat superiority.
At the center of smarter life sciencesis an increasingly more networked operation focused on the end patient. The result is also a safe, effective and valued treatment solution targeted at the patient.
The document summarizes how software is enabling organizations to address new challenges through smarter solutions. Key points include:
- Organizations now have access to vast amounts of data but need help extracting insights from it. Software helps turn data into actionable intelligence.
- Global connectivity and dispersed teams require increased agility, collaboration, and integration enabled by smarter software.
- Software drives innovation through new business services, products and more efficient operations. It also helps manage risks around security, compliance and disruptions.
- Addressing needs like extracting insights from data, increasing agility and enabling innovation requires software that is smarter and more strategic.
IBM provides software solutions to help governments become smarter through:
1) Leveraging information to make better decisions and anticipate problems.
2) Coordinating resources and processes to operate effectively.
3) Enabling leaders to better serve citizens and businesses in a rapidly changing world.
IBM hosted a cloud forum on April 7, 2011 to discuss social business in the cloud. Sean Poulley, Vice President of IBM's Social Business Cloud, presented on how social business embraces networks of people to create business value by being engaged, transparent, and nimble while ensuring trust, security, and compliance. IBM defined social business, created the first social software platform in 2007, and brought it to the cloud in 2009. IBM sees social business as a $100 billion opportunity and delivers social business solutions globally across industries from large to small customers. Brendan Crotty then demonstrated LotusLive, IBM's social collaboration platform in the cloud, which provides security, reliability, integration capabilities, and is an ext
CBS February 2013 Cloud Computing in the context of outsourcingHenrik Hasselbalch
What impact does the Cloud Delivery model have on SO business. What is the market and SO is not just for IT but for several processes , therefore BPaaS.
The document discusses IBM's cloud computing offerings and strategies. It summarizes that IBM believes cloud, combined with analytics, mobile, and social leads to an "Era of Smart." It also notes that IBM has a full breadth of cloud offerings to help clients achieve powerful business outcomes, including infrastructure as a service, platform as a service, software as a service, and business process as a service. Finally, it promotes IBM's approach of helping clients think through their cloud strategy, build out cloud solutions, and tap into cloud services.
The document discusses how IBM is helping enterprises innovate in the new era of IT through an integrated approach of systems of engagement, insight, and record enabled by cloud computing and secured by pervasive security intelligence. It provides examples of how IBM partners with organizations to harness big data, mobile technologies, and cloud platforms to transform industries and drive innovation.
This document discusses the importance of cloud computing for businesses. It outlines how cloud can significantly reduce IT costs by shifting to an operating expenditure model. Cloud provides elastic resources, 24/7 monitoring and management to improve availability, and relieves the IT team of daily operations. This allows businesses to focus on innovation and disruptive business models. While cloud carries some risks, vendors have greater economies of scale and expertise to manage security, downtime, and data control issues compared to businesses. The document promotes a hybrid cloud model from IBM that provides flexibility, visibility, control and access to data/analytics tools and services to drive competitive advantage.
The document discusses how digital transformation is changing businesses through social media, cloud computing, mobile devices, big data and the internet of things. It notes that 81% of customers depend on social media for purchasing advice, 62% of workloads will be cloud-based by 2016, over 1 billion smart devices were shipped in 2013, 90% of data created in the last two years, and 50 billion internet of things devices will be connected by 2020. The document advocates that businesses must break down barriers to digital transformation like organizational silos, outdated business processes, and issues with accessing and analyzing data across different environments and ecosystems. It presents IBM's solutions for helping businesses optimize decisions, embrace agile development, reinvent processes, and deliver personalized experiences
The company provides cloud-based business software solutions and services. It started in 1999 and has since developed applications like E-ON RIX and E-ON EPI to help customers automate processes, integrate systems, and gain insights. Notable achievements include winning IBM awards, having over 12,000 users across many industries, and processing over 20,000 daily transactions through its software as a service model. It has also expanded to the US market under the brand MyDealerSoft.
Enterprise Content Management (ECM) solutions can turn unstructured data into usable information through an open and flexible system. This allows organizations to be more productive, efficient and agile. ECM combines traditional collaboration tools with content management and social networking to create powerful new business processes. When implemented effectively with changes to work culture, ECM increases efficiency, fosters innovation, and drives growth.
The document discusses several megatrends shaping the IT world including growth in emerging markets, increasing amounts of data ("big data"), security threats, analytics, cloud computing, mobility, and social business. It outlines IBM's transformation to a "smarter" approach focused on instrumented, interconnected and intelligent systems. Key technologies discussed include Watson, predictive analytics, expert integrated systems, storage class memory, and mobile/cloud platforms. The trends point to a more data-centric architecture and analytics approaches needed to make sense of unprecedented data volumes and varieties.
Micro Focus provides software that allows companies to develop, test, deploy, assess and modernize business-critical enterprise applications. Micro Focus has over 30 years of expertise, more than 18,000 customers and over two million licensed users. Micro Focus products help IBM zEnterprise customers tackle application innovation and modernization needs by improving development and deployment efficiency. A study found that CIOs estimate it would take $11 million on average to modernize outdated mainframe applications, a 29% increase over the last 18 months. Micro Focus' Rumba solution allows customers to modernize green screen applications without code changes to provide new features and accessibility across devices.
PCTY 2012, How Mobile changes the World v. Christian CagnolIBM Danmark
Mobile technology is changing the world. IBM's mobile strategy focuses on extending existing business capabilities to mobile devices and transforming businesses by creating new opportunities through mobility. The document outlines IBM's approach to helping clients optimize their mobile initiatives through extending and transforming existing processes and systems, building new mobile applications, and managing and securing mobile devices and applications.
AppExchange Partner Program Keynote - Dreamforce 2012- 9/18Salesforce Partners
We had standing room only at our AppExchange Partner Keynote at Dreamforce 2012. It's about the program, technology and marketplace. Get everything you need to build, package, and sell business apps on the proven cloud platform with the AppExchange Partner Program. You'll have access to the AppExchange—the leading enterprise app marketplace—where you can quickly market to 100,000+ salesforce.com customers and help their social business transformation.
The document discusses Microsoft products and services that Ergo uses to help customers transform their businesses, which they call "Year Zero". These include solutions for collaboration, business intelligence, cloud computing, customer relationship management, communication, and IT management. The goal is to provide more affordable ways for organizations to work smarter and deliver more value with their existing resources.
Last November, Ergo hosted an event for IT professionals who were anxious to hear about the future of business technology. The event entitled Year Zero offered insights into “new ways of working”.
We call it Year Zero because we believe it’s the start of a new era in business technology. The availability of new technologies, the consumerisation of IT, and the economic downturn, have all fundamentally changed the way we go about IT. Cost and complexity are no longer acceptable. Organisations must now undertake a journey to turn IT into a platform for business innovation.
NEC's Top 10 Strategic Smart Enterprise Drivers 2022InteractiveNEC
Digital Transformation is recreating business models, changing the way customers and employees function and
altering whole industries. Social and business values surge when people, devices, and resources are connected.
With the COVID-19 pandemic a further catalyst, organizations worldwide are embracing digital transformation
to manage rapid organization-wide changes in support of business continuity, remote working, and dynamic
service delivery.
01 Pam Ibm Sw Day Joburg May 2011 Social Business Pcpchandor
This document discusses how IBM has adopted social business practices to power its large, global operations. It summarizes how IBM uses social collaboration among its 400,000 employees and 100,000 partners to increase productivity, drive innovation, and deepen client relationships. Some key tactics include allowing social tools for communication, crowdsourcing ideas from professional networks, and optimizing the workforce through remote and diverse collaborations.
Harness a changing workforce with social software v5Djalma Britto
The document summarizes how social software from IBM can help organizations harness changing workforces and drive growth. It discusses how social software connects people to accelerate work and transform businesses. The document provides examples of how companies like US Bancorp, Rheinmetall AG, and Berlitz have leveraged IBM social software to improve knowledge sharing, expertise location, and global collaboration. It positions IBM as the market leader in social software and highlights the benefits of its solutions for integrating social capabilities into existing tools and processes.
Logicalis had a strong financial year in 2011 with revenues and EBITDA increasing 25% and 26% respectively. The company saw growth across all regions, particularly strong growth in South America. Logicalis completed three acquisitions during the year to expand its capabilities and geographical reach. While market conditions remained difficult in some areas, the company expects continued profitable growth in 2012 as the global market recovers and demand for cloud-based services increases.
Smart transportation: Predict demand and optimize transportation capacity and assets. (1) Understanding and modeling a holistic view of demand, (2) Creating dynamic multimodal plans and models, (3) Modeling scenarios and better planning routes, schedules and maintenance, (4) Gaining deeper insights.
IBM can provide a new dimension in computing for financial institutions. (1) Management integration, (2) Multi-platform integration, (3) Stack integration.
IBM is promoting its new IBM zEnterprise system to help retailers address critical needs like improving the customer shopping experience, optimizing supply chains and merchandising, and driving operational efficiencies. The zEnterprise system allows retailers to reduce IT costs through large-scale consolidation, turn information into insights faster through improved performance, and integrate and centralize management across platforms.
To deliver on this potential, smarter media and entertainment companies are transforming business models, operations and customer experiences. (1) Innovate business models and seize digital market opportunities, (2) Differentiate the consumer experience, (3) Improve operational efficiencies.
Success will depend on deeper, more holistic and informed planning, collaboration and execution. Transportation providers will need to become smarter. (1) Predict demand and optimize capacity and assets, (2) Improve operational efficiency while reducing environmental impact, (3) Dramatically improve the end-to-end traveler or customer experience, (4) Assure safety and security.
To survive in today’s changing retail environment, smart organizations are working to optimize their (1) Shopping experience, (2) Operations, (3) Merchandizing and supply chain.
To deliver power more responsibly and more efficiently, energy and utilities organizations are working toward a smarter energy value chain: (1) Transformation of the grid, (2) Empowerment of consumers, (3) Ensuring cleaner energy supply.
To prepare for the more dynamic world ahead, healthcare organizations are working to: (1) Improve operational effectiveness, (2) Collaborate for prevention and wellness, (3) Achieve better quality and outcomes.
It’s a new world— retailers and consumer products organizations are key players in an economy that demands increased value, sustainability and accountability. (1) Deliver a smarter shopping experience, (2) Build smarter operations, (3) Develop smarter merchandising and supply chains.
To ensure the economic health, welfare and security of their citizens, smart goverments are working towards (1) Citizen-centered experiences, (2) Government accountability, (3) Green government for a greener planet, (4) Sense and respond capabilities
Success on the new horizon depends on deeper, more holistic and informed planning, collaboration and execution: (1) Predict demand and optimize capacity and assets, (2) Improve operational efficiency while reducing environmental impact, (3) Improve end-to-end customer experience, (4) Assure safety and security.
This document discusses how new technologies like big data and stream computing are driving a transition to smarter computing. It explains that businesses need to adapt to handle massive, growing amounts of data from diverse sources in real-time. IBM offers integrated solutions like InfoSphere Streams to help organizations collect, manage, analyze and gain insights from both traditional and non-traditional data in motion or at rest.
Attn: Team Loyalz and Guest Students.
To give Virtual Gifts/Tips,
please visit the Temple Office at:
https://ldmchapels.weebly.com
Optional and Any amount is appreciated.
Thanks for Being apart of the team and student readers.
From Dreams to Threads: The Story Behind The ChhapaiThe Chhapai
Chhapai is a direct-to-consumer (D2C) lifestyle fashion brand founded by Akash Sharma. We believe in providing the best quality printed & graphic t-shirts & hoodies so you can express yourself through what you wear, because everything can’t be explained in words.
**Title:** Accounting Basics – A Complete Visual Guide
**Author:** CA Suvidha Chaplot
**Description:**
Whether you're a beginner in business, a commerce student, or preparing for professional exams, understanding the language of business — **accounting** — is essential. This beautifully designed SlideShare simplifies key accounting concepts through **colorful infographics**, clear examples, and smart layouts.
From understanding **why accounting matters** to mastering **core principles, standards, types of accounts, and the accounting equation**, this guide covers everything in a visual-first format.
📘 **What’s Inside:**
* **Introduction to Accounting**: Definition, objectives, scope, and users
* **Accounting Concepts & Principles**: Business Entity, Accruals, Matching, Going Concern, and more
* **Types of Accounts**: Asset, Liability, Equity explained visually
* **The Accounting Equation**: Assets = Liabilities + Equity broken down with diagrams
* BONUS: Professionally designed cover for presentation or academic use
🎯 **Perfect for:**
* Students (Commerce, BBA, MBA, CA Foundation)
* Educators and Trainers
* UGC NET/Assistant Professor Aspirants
* Anyone building a strong foundation in accounting
👩🏫 **Designed & curated by:** CA Suvidha Chaplot
Smart Home Market Size, Growth and Report (2025-2034)GeorgeButtler
The global smart home market was valued at approximately USD 52.01 billion in 2024. Driven by rising consumer demand for automation, energy efficiency, and enhanced security, the market is expected to expand at a CAGR of 15.00% from 2025 to 2034. By the end of the forecast period, it is projected to reach around USD 210.41 billion, reflecting significant growth opportunities across emerging and developed regions as smart technologies continue to transform residential living environments.
The Mexico office furniture market size attained around USD 840.32 Million in 2024. The market is projected to grow at a CAGR of 3.60% between 2025 and 2034 and reach nearly USD 1196.86 Million by 2034.
Kiran Flemish is a dynamic musician, composer, and student leader pursuing a degree in music with a minor in film and media studies. As a talented tenor saxophonist and DJ, he blends jazz with modern digital production, creating original compositions using platforms like Logic Pro and Ableton Live. With nearly a decade of experience as a private instructor and youth music coach, Kiran is passionate about mentoring the next generation of musicians. He has hosted workshops, raised funds for causes like the Save the Music Foundation and Type I Diabetes research, and is eager to expand his career in music licensing and production.
The Peter Cowley Entrepreneurship Event Master 30th.pdfRichard Lucas
About this event
The event is dedicated to remember the contribution Peter Cowley made to the entrepreneurship eco-system in Cambridge and beyond, and includes a special lecture about his impact..
We aim to make the event useful and enjoyable for all those who are committed to entrepreneurship.
Programme
Registration and Networking
Introduction & Welcome
The Invested Investor Peter Cowley Entrepreneurship Talk, by Katy Tuncer Linkedin
Introductions from key actors in the entrepreneurship support eco-system
Cambridge Angels Emmi Nicholl Managing Director Linkedin
Cambridge University Entrepreneurs , Emre Isik President Elect Linkedin
CUTEC Annur Ababil VP Outreach Linkedin
King's Entrepreneurship Lab (E-Lab) Sophie Harbour Linkedin
Cambridgeshire Chambers of Commerce Charlotte Horobin CEO Linkedin
St John's Innovation Centre Ltd Barnaby Perks CEO Linkedin
Presentations by entrepreneurs from Cambridge and Anglia Ruskin Universities
Jeremy Leong Founder Rainbow Rocket Climbing Wall Linkedin
Mark Kotter Founder - bit.bio https://www.bit.bio Linkedin
Talha Mehmood Founder CEO Medily Linkedin
Alison Howie Cambridge Adaptive Testing Linkedin
Mohammad Najilah, Director of the Medical Technology Research Centre, Anglia Ruskin University Linkedin
Q&A
Guided Networking
Light refreshments will be served. Many thanks to Penningtons Manches Cooper and Anglia Ruskin University for covering the cost of catering, and to Anglia Ruskin University for providing the venue
The event is hosted by
Prof. Gary Packham Linkedin Pro Vice Chancellor Anglia Ruskin University
Richard Lucas Linkedin Founder CAMentrepreneurs
About Peter Cowley
Peter Cowley ARU Doctor of Business Administration, honoris causa.
Author of Public Success Private Grief
Co-Founder CAMentrepreneurs & Honorary Doctorate from Anglia Ruskin.
Chair of Cambridge Angels, UK Angel Investor of the Year, President of European Business Angels Network Wikipedia. Peter died in November 2024.
About Anglia Ruskin University - ARU
ARU was the recipient of the Times Higher Education University of the Year 2023 and is a global university with students from 185 countries coming to study at the institution. Anglia Ruskin prides itself on being enterprising, and innovative, and nurtures those qualities in students and graduates through mentorship, support and start-up funding on offer through the Anglia Ruskin Enterprise Academy. ARU was the first in the UK to receive the prestigious Entrepreneurial University Award from the National Centre for Entrepreneurship in Education (NCEE), and students, businesses, and partners all benefit from the outstanding facilities available.
About CAMentrepreneurs
CAMentrepreneurs supports business and social entrepreneurship among Cambridge University Alumni, students and others. Since its launch in 2016 CAMentrepreneurs has held more than 67 events in Boston, Cambridge, Dallas, Dubai, Edinburgh, Glasgow, Helsinki, Hong Kong, Houston, Lisbon, London, Oxford, Paris, New
Network Detection and Response (NDR): The Future of Intelligent CybersecurityGauriKale30
Network Detection and Response (NDR) uses AI and behavioral analytics to detect, analyze, and respond to threats in real time, ensuring comprehensive and automated network security.
Harnessing Hyper-Localisation: A New Era in Retail StrategyRUPAL AGARWAL
Discover how hyper-localisation is transforming the retail landscape by allowing businesses to tailor products, services, and marketing strategies to meet the unique needs of specific communities. This presentation explores the concept, benefits, and real-world examples of hyper-localisation in action, helping retailers boost customer satisfaction and drive growth.
Alec Lawler - A Passion For Building Brand AwarenessAlec Lawler
Alec Lawler is an accomplished show jumping athlete and entrepreneur with a passion for building brand awareness. He has competed at the highest level in show jumping throughout North America and Europe, winning numerous awards and accolades, including the National Grand Prix of the Desert in 2014. Alec founded Lawler Show Jumping LLC in 2019, where he creates strategic marketing plans to build brand awareness and competes at the highest international level in show jumping throughout North America.
Yuriy Chapran: Zero Trust and Beyond: OpenVPN’s Role in Next-Gen Network Secu...Lviv Startup Club
Yuriy Chapran: Zero Trust and Beyond: OpenVPN’s Role in Next-Gen Network Security (UA)
UA Online PMDay 2025 Spring
Website – https://pmday.org/online
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Comments on Cloud Stream Part II Mobile Hub V1 Hub Agency.pdfBrij Consulting, LLC
The Mobile Hub Part II provides an extensive overview of the integration of glass technologies, cloud systems, and remote building frameworks across industries such as construction, automotive, and urban development.
The document emphasizes innovation in glass technologies, remote building systems, and cloud-based designs, with a focus on sustainability, scalability, and long-term vision.
V1 The European Portal Hub, centered in Oviedo, Spain, is significant as it serves as the central point for 11 European cities' glass industries. It is described as the first of its kind, marking a major milestone in the development and integration of glass technologies across Europe. This hub is expected to streamline communication, foster innovation, and enhance collaboration among cities, making it a pivotal element in advancing glass construction and remote building projects. BAKO INDUSTRIES supported by Magi & Marcus Eng will debut its European counterpart by 2038.
Avoiding the China Tariffs: Save Costs & Stay CompetitiveNovaLink
As a result of the ongoing trade war between the United States and China, many manufacturers have been forced to pay higher tariffs on their products imported from China. Therefore, many companies are now exploring alternative options, such as reshoring their manufacturing operations to Mexico. This presentation explores why Mexico is an attractive option for manufacturers avoiding China tariffs, and how they can make the move successfully.
Read the Blog Post: https://novalinkmx.com/2018/10/18/chi...
Visit NovaLink: https://novalinkmx.com/
LinkedIn: / novalink
#ManufacturingInMexico #Nearshoring #TariffRelief #ChinaTariffs #USChinaTradeWar #SupplyChainStrategy #ManufacturingStrategy #Reshoring #GlobalTrade #TradeWarImpact #MadeInMexico #MexicoManufacturing #NearshoreMexico #MexicoSupplyChain #SmartManufacturingMoves #ReduceTariffs #BusinessStrategy #OperationalExcellence #CostReduction #NovaLink