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C9550-512 | IBM Business Process Manager v8.5.7 Application Development using Process?

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C9550-512 - IBM Business Process Manager v8.5.7 Application Development using Process? - braindump

Vendor IBM
Exam Number C9550-512
Exam Name IBM Business Process Manager v8.5.7 Application Development using Process?
Questions 63 Q & A
Recent Update January 16, 2019
Free PDF Download C9550-512 Brain Dump
Download Complete PDF Killexams C9550-512 Complete Document


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C9550-512 exam Dumps Source : IBM Business Process Manager v8.5.7 Application Development using Process?

Test Code : C9550-512
Test Name : IBM Business Process Manager v8.5.7 Application Development using Process?
Vendor Name : IBM
Q&A : 63 Real Questions

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IBM IBM Business Process Manager

IBM’s undertaking Debater AI helps humans system complicated arguments | killexams.com Real Questions and Pass4sure dumps

IBM is launching a brand new device nowadays so as to let choice makers speak via complex selections with an AI system known as venture Debater. The platform is designed to aid individuals apply their reasoning, increase neatly-counseled arguments, and reach reputable conclusions.

IBM research has been working on the AI behind task Debater for seven years and expects the know-how could be used to vigor functions throughout a lot of use instances. If the identify sounds ordinary, that’s since the press bought a glance on the know-how lower back in June, however for the first time it's now open to public use within the variety of an experimental crowdsourced debating utility referred to as undertaking Debater — Speech through Crowd.

Speech through Crowd collects textual content arguments from a large audience and makes use of the task Debater AI to research the validity and power of these arguments, prepare key aspects, and edit together a concise, persuasive argument of its own.

Speech via Crowd “can be the first time we test [Project Debater] with the general public,” Aya Soffer, vice president of AI know-how at IBM analysis, instructed VentureBeat. “With that spoke of, we envision the know-how as an AI carrier within the IBM Cloud. … We are interested in speaking with valued clientele about their use circumstances, which we may doubtlessly explore together additional.”

IBM says challenge Debater has to date drawn pastime from academia, “mainly people that have debate golf equipment,” and from political consultants drawn to the usage of Debater to look at various-run coverage ideas.

The project, which is led by Noam Slonim and Ranit Aharonov out of IBM analysis Haifa, may have functions across a number of fields, including company, training, legislation, and executive, in response to Soffer. An illustration of company use could be to let all employees post pros and cons on a subject matter the enterprise is deliberating over and have undertaking Debater convey a concise view of the important thing arguments on both sides. Soffer offered one more illustration: “in executive, the mayor of a city might use Speech through Crowd to take the heartbeat of his/her neighborhood about a brand new tax on soda. residents may weigh in with their opinions, helping the official to make a choice.”

Above: Dr. Noam Slonim and Ranit Aharonov, IBM analysis – Haifa

The team in the back of the expertise expects it may help get rid of bias in choice-making, in addition to improving machine-human communication. They don’t are expecting it to work completely right out of the gate, notwithstanding: “until we open task Debater – Speech by way of Crowd up to hundreds, we gained’t recognize precisely how it will function. You may additionally see some error or reputedly random feedback in the remaining speeches. [The Speech by Crowd experimental app is] all a part of the procedure to study and boost project Debater, and AI in prevalent,” Aharonov and Slonim wrote in a weblog publish asserting the venture’s public debut.

An previous test of task Debater fared reasonably neatly. In June, it went up towards 2016 Israeli countrywide debate champion Noa Ovadia in front of a small crowd and won in an audience poll.

IBM should be demoing undertaking Debater — Speech by Crowd this week at the buyer Electronics display in Las Vegas. The know-how will also be on display right through a livestreamed experience at consider 2019 in San Francisco, where it's going to go up in opposition t an international champion debater.


IBM begun buying pink Hat twenty years in the past | killexams.com Real Questions and Pass4sure dumps

How large Blue became an open-supply business.

news that IBM is buying crimson Hat is, of direction, a big moment for the area of free utility. it's extra proof, as if any had been mandatory, that open source has gained, and that even the mighty large Blue have to make its obeisance. Admittedly, the company isn't quite the behemoth it turned into returned in the twentieth century, when "no person ever acquired fired for purchasing IBM". nonetheless it remains a benchmark for severe, mainstream—and yes, a bit of boring—computing. Its acquisition of pink Hat for the no longer inconsiderable sum of $34 billion, hence, proves that selling free stuff is now regarded as a totally usual enterprise mannequin, recounted with the aid of even essentially the most conservative corporations.

Many unique analyses have been and may be written about why IBM purchased pink Hat, and what it potential for open source, pink Hat, Ubuntu, cloud computing, IBM, Microsoft and Amazon, amongst different issues. but one factor of the deal americans may additionally have ignored is that in a vital sense, IBM in reality begun buying crimson Hat 20 years ago. after all, $34 billion acquisitions do not spring totally shaped out of nowhere. attaining the element where IBM's administration agreed it was the appropriate aspect to do required a journey. And, it changed into a particularly drawn-out and intricate journey, given IBM's beginning factor not simply as the embodiment of traditional proprietary computing, however its very inventor.

Even the longest event starts off with a single step, and for IBM, it was taken on June 22, 1998. On that day, IBM introduced it will ship the Apache web server with the IBM WebSphere application Server, a key element of its WebSphere product household. moreover, in an unprecedented move for the enterprise, it will offer "business, commercial enterprise-degree support" for that free utility.

When i used to be writing my ebook insurrection Code: internal Linux and the open source revolution in 2000, I had the respectable fortune to interview the important thing IBM employees who made that happen. The events of two years earlier than still were sparkling of their minds, and they explained to me why they decided to push IBM towards the bold approach of adopting free utility, which finally led to the company buying pink Hat 20 years later.

a kind of people become James Barry, who turned into brought in to study IBM's lineup within the internet server sector. He found a multitude there; IBM had around 50 items at the time. all the way through his contrast of IBM's strategy, he realized the vital nature of the net server to all of the different products. at the moment, IBM's offering was internet Connection Server, later re-branded to Domino Go. The difficulty was that IBM's web server held simply 0.2% of the market; 90% of net servers came from Netscape (the first internet business, premiere general for its browser), Microsoft and Apache. Negligible market share meant it changed into difficult and high priced to find group of workers who had been trained to make use of IBM's solution. That, in its flip, supposed it became complicated to sell IBM's WebSphere product line.

Barry, for this reason, realized that IBM mandatory to adopt one of the mainstream web servers. IBM observed purchasing Netscape. Had that came about, the heritage of open source would have been very distinctive. As part of IBM, Netscape doubtless do not have released its browser code because the free software that became Mozilla. No Mozilla would have meant no Firefox, with all of the knock-on results that implies. however for a lot of motives, the thought of buying Netscape failed to determine. on account that Microsoft turned into too costly to purchase, that left just one possibility: Apache.

For Barry, coming to that realization became convenient. The challenging part turned into convincing the leisure of IBM that it was the appropriate issue to do. He tried twice, unsuccessfully, to get his suggestion adopted. Barry succeeded on the third event, in part as a result of he teamed up with a person else at IBM who had independently come to the conclusion that Apache was the way ahead for the enterprise.

Shan Yen-Ping became engaged on IBM's e-business method in 1998 and, like Barry, realized that the net server became key during this space. Ditching IBM's personal software in choose of open supply became prone to be a aggravating journey for the business's engineers, who had invested so plenty of their personal code. Shan's concept to request his senior developers to analyze Apache in detail proved key to successful their guide. Shan says that once they begun to dig deep into the code, they have been shocked via the magnificence of the architecture. As engineers, they had to admit that the open-supply assignment turned into producing outstanding utility. To cement that view, Shan asked Brian Behlendof, probably the most creators and leaders of the Apache challenge, to are available in and speak with IBM's accurate internet server architects. They too have been impressed by using him and his crew's work. With the excellent of Apache dependent, it was simpler to win over IBM's developers for the stream.

presently after the announcement that IBM could be adopting Apache as its net server, the enterprise took an extra small however key step towards embracing open supply greater greatly. It involved the Jikes Java compiler that had been written by two of IBM's researchers: Philippe Charles and Dave Shields. After a binary version of the program for GNU/Linux was released in July 1998, Shields started receiving requests for the source code. For IBM to deliver access to the underlying code became unheard of, but Shields referred to he would are attempting to influence his bosses that it will be a pretty good circulate for the company.

A Jikes user suggested he should still discuss with Brian Behlendorf, who put him in contact with James Barry. IBM's contemporary adoption of Apache paved the way for guard's own efforts to release the business's code as open supply. Shields wrote his idea in August 1998, and it was approved in September. the toughest half was not convincing administration, however drawing up an open-supply license. Shields referred to this worried "analysis attorneys, the attorneys at the application division who handled Java, the trademark attorneys, patents attorneys, contract attorneys". each person worried become conscious that they were writing IBM's first open-source license, so getting it right turned into vital. really, the original Jikes license of December 1998 became later generalized into the IBM Public License in June 1990. It become a key second, since it made releasing greater IBM code as open supply a lot more convenient, smoothing the manner for the company's continuing march into the area of free utility.

Barry described IBM as being like "a big elephant: very, very problematic to move an inch, but if you aspect the elephant towards the correct route and get it moving, it's also very tricky to cease it." The final nudge that set IBM moving inexorably toward the include of open source came about on January, 10, 2000, when the business introduced that it will make all of its server systems "Linux-friendly", including the S/390 mainframe, the AS/four hundred minicomputer and the RS/6000 notebook. IBM turned into aiding GNU/Linux across its total hardware latitude—a enormous vote of self belief in freely purchasable application written by a dispensed community of coders.

the person who become appointed at the time as what amounted to a Linux Tsar for the business, Irving Wladawsky-Berger, pointed out that there were three main strands to that historic choice. One became effectively that GNU/Linux changed into a platform with a significant market share within the UNIX sector. yet another become the early use of GNU/Linux via the supercomputing group—anything that at last resulted in every single one of the world's suitable 500 supercomputers operating some sort of Linux nowadays.

The third strand of pondering inside IBM is in all probability the most exciting. Wladawsky-Berger pointed out how the upward push of TCP/IP because the de facto ordinary for networking had made interconnection convenient, and powered the rise of the cyber web and its unbelievable enlargement. americans inside IBM realized that GNU/Linux could do the identical for utility construction. As he told me back in 2000:

The whole notion separating utility development from the underlying deployment platform has been a Holy Grail of the trade since it would the entire surprising unshackle the software builders from worrying about all that plumbing. I suppose with Linux we've the choicest probability to do that. The fact that it's now not owned through any one company, and that it be open source, is an important a part of what makes it possible for us to do this. If the answer had been, well, IBM has invented a new working system, let's get every person on the planet to undertake it, that you may imagine how some distance that might go with our opponents.

far from inventing a "new operating equipment", with its purchase of red Hat, IBM has now fully embraced the only 1 matters any longer—GNU/Linux. In doing so, it confirms Wladawsky-Berger's prescient analysis and completes that fascinating journey the business started all those years in the past.


IBM Unveils Unified business procedure administration (BPM) Platform | killexams.com Real Questions and Pass4sure dumps

Posted April 18, 2011 by means of Vangie Beal     remarks

IBM has unveiled new software and features geared toward assisting organizations radically change their company strategies.

IBM (NYSE:IBM) has unveiled business method supervisor, new utility and features aimed at helping groups radically change their business techniques through the use of tools that give an built-in view of company methods throughout the organization.

With the new enterprise system management (BPM) carrier and software, IBM mentioned it's specializing in three key areas that customers have identified as essential to their success: gaining positive insight into their markets; tuning their business processes to take potential of these insights; and embellishing their infrastructures to execute these new enterprise tactics.

IBM, which boasts a commanding lead in the BPM market, says inefficient company processes cost Fortune 500 groups greater than $480 billion bucks a 12 months and public sector corporations as a lot as $1.3 trillion.

massive Blue says its information application and services can aid businesses shop big through improved effectivity. IBM says enterprise system supervisor gives colossal and small companies visibility into key business operations with a purpose to mannequin, automate, video display and adjust plans immediately to force increase and responsiveness by continuously enhancing enterprise processes.

the new services may be delivered via a new methodology known as the IBM formulation for company method Optimization. the new service from IBM international services will observe IBM premiere practices "to allow customers to handle the agility and complexity gaps in their groups to obtain greater company consequences from their information and processes," massive Blue said.

New items include IBM Blueworks are living, a utility as a service (SaaS) providing that the business says allows better visibility and communique across an organization; IBM company video display, which helps actual-time operational visibility through built-in Cognos company Intelligence analysis and reporting; and IBM BPM industry Packs for the banking, healthcare and telecommunications industries.

Nationwide assurance is one happy IBM BPM client.

"the usage of IBM company method management technology, we have been in a position to enhance the efficiency and accuracy of our monetary reporting system, which attracts assistance from more than 300 impartial subsidiaries," stated Tammy Craig, Nationwide's vp of guidance expertise. "With all statistics going via one imperative company rules administration gadget, we have streamlined complicated tactics, permitting us to focal point even better consideration on serving the wants of our consumers."

a further IBM BPM customer, Lincoln have confidence business, says its BPM application has saved the company greater than $three million to date, with ongoing annual discount rates of $325,000 and transforming into. doc processing instances have fallen from hours to minutes in some cases, consumer provider has superior, and financial possibility has been lowered because of fewer error.




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C9550-512 exam Dumps Source : IBM Business Process Manager v8.5.7 Application Development using Process?

Test Code : C9550-512
Test Name : IBM Business Process Manager v8.5.7 Application Development using Process?
Vendor Name : IBM
Q&A : 63 Real Questions

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IBM Business Process Manager v8.5.7 Application Development using Process?

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Business Process Management Software market forecast 2018-2025 detailed in new research report | killexams.com real questions and Pass4sure dumps

The implementation of business process management can redistribute the amount of resources required by the process. Implementation of these systems also helps to standardize processes.

Your company's existing processes can be improved instead of devising new and complex processes for your company's growth. This is always associated with the risk of success and failure, resulting in a waste of resources.

You can also configure your company's data set for many related tasks in a better way to gain important insight into your company's growth.

This report studied by the research experts, the business process management software market present situation and prospects of global and major regions from the angle of players, countries, main regions, product types and industry in detail. This report analyzes and focuses top players in the global market, and divides the business process management software market by product type and application / end industry.

Ask for Sample copy: www.researchnreports.com/request_sample.php?id=157934

Top Key Players Included in This Report: Workflow, IBM, Adobe, Microsoft, Fujitsu, Red Hat, Tibco Software, SAP, NEC, Oracle, AgilePoint, BonitaSoft, EMC, Fiorano, Active Endpoints, Kofax, LexMark, OpenText, ProcessMaker Inc.

The growth of the industrial sector is one of the main driving factors that is responsible for the growth and development of the Business Process Management (BPM) Software market worldwide. The modern Internet of Things is following the surge of digitalization of innovation that builds up a scaffold amongst the physical and advanced world.

The model follows the growth status of the physical product growth cycle and enables the client to check the performance and outcome of the process. Dealing with all the outline records for the market among suppliers and distributors is one of the significant restrictions confronted by the market.

Based on application, the global market for Business Process Management (BPM) Software has been segmented into numerous types. The growing use of the global market in these applications is anticipated to bode well for the growth of the market in the coming years.

Region-wise, the report segments the market into the United States, Europe, Japan, China, India, and Southeast Asia. The market is likely to witness lucrative growth in the United States owing to the growing adoption of the Internet of Things in the country.

Get more information: www.researchnreports.com/enquiry_b…ing.php?id=157934

Reasons for Getting this Report:

  • This report provides pin-point analysis for changing competitive dynamics.
  • It provides forward looking perspective on different factors driving or restraining market growth.
  • It provides a six-year forecast assessed on the basis of how the Business Process Management (BPM) Software market is predicted to grow.
  • It helps in understanding the key product segments and their future.
  • It provides pin point analysis of changing competition dynamics and keeps you ahead of competitors.
  • It helps in making informed business decisions by having complete insights of Business Process Management (BPM) Software market and by making in-depth analysis of market segments.
  • Table of Contents

     

    Chapter 1 Global Business Process Management (BPM) Software Market Overview

    Chapter 2 Economic Impact on Industry

    Chapter 3 Market Competition by Manufacturers

    Chapter 4 Production, Revenue (Value) by Region

    Chapter 5 Supply (Production), Consumption, Export, Import by Regions

    Chapter 6 Production, Revenue (Value), Price Trend by Type

    Chapter 7 Market Analysis by Application

    Chapter 8 Manufacturing Cost Analysis

    Chapter 9 Industrial Chain, Sourcing Strategy and Downstream Buyers

    Chapter 10 Marketing Strategy Analysis, Distributors/Traders

    Chapter 11 Market Effect Factors Analysis

    Chapter 12 Global Business Process Management (BPM) Software Market Forecast

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    Which is the best ECM application for your business? | killexams.com real questions and Pass4sure dumps

    Selecting the best ECM application or platform is not a daunting process, but it does require some research and planning. Be sure to have a clear understanding of what an ECM tool should do and outline must-have features before building a request for proposal. The final step is evaluating enterprise content management tools, weighing their strengths and determining which best fits your company.

    This article summarizes six ECM applications from enterprise software vendors -- Hyland, IBM, Microsoft, two from OpenText and Oracle -- along with two other vendors: Alfresco, which provides open source ECM software, and Box, which provides a cloud-native content services platform. It also considers Dropbox and Google -- two vendors that offer file-sharing platforms frequently used by enterprises to provide a subset of ECM functions.

    Document management

    If your main requirement is formal document management, consider OpenText Documentum, Hyland Software's OnBase and IBM. The Documentum suite provides content analytics and a highly scalable repository for storing and retrieving content quickly, with fine-grained access control. OnBase manages content coming from transactional systems and can serve as a central content repository, linking documents from other enterprise applications so users don't have to change screens to find information in different applications. IBM has several document management products that may be appropriate, depending on particular business requirements.

    Records management

    If records management is a priority, consider OpenText Content Suite and Microsoft SharePoint. Compliance is the core strength of OpenText, and the company has a comprehensive ECM portfolio for managing the complete document lifecycle. SharePoint is a scalable, adaptable ECM platform, and companies can tailor the software to accommodate many records management requirements.

    Workflow

    If workflow is an important requirement, consider IBM, Alfresco and Box. IBM Business Automation Workflow enables users to analyze content and take action within the context of a workflow. Once that is completed, the complete case is stored with full audit control, and users can perform and apply analytics to improve the process, if desired. Alfresco Activiti is a workflow and business process management platform that developers and administrators can use, as well as more technically challenged end users. For a cloud-native option, Box Relay automates and standardizes document workflows within its repository.

    Web publishing

    If a major concern is the ability to automatically publish content to internal and/or external (customer- and/or partner-facing) websites, consider Microsoft SharePoint and Oracle WebCenter Content. Originally designed for portal development, SharePoint links internal content to web content. Oracle WebCenter Content is part of a set of tools specifically designed for web content management. Both deliver HTML-formatted content to target webpages.

    Integrating ECM with other enterprise applications

    If you rely on one or more enterprise applications, such as customer relationship management or ERP, chances are you will want to incorporate content from the ECM system directly into the application. For example, an accounts payable staffer may need to check the terms and conditions of a contract, managed within an ECM system, directly from the ERP desktop application. Most ECM vendors provide APIs and/or out-of-the-box connectors to facilitate interfacing ECM with specific enterprise applications.

    Beyond that, some ECM vendors provide additional development tools to make it easier for systems integrators (SIs) to custom-build interfaces between the ECM system and other enterprise applications.

    If the primary concern is integrating with enterprise applications from Oracle or Oracle subsidiaries, such as JD Edwards, PeopleSoft and Siebel, start the product search with Oracle WebCenter Content. Likewise, if the next priority is to integrate with enterprise applications already running within a Microsoft environment, such as .NET or Azure, consider SharePoint, since it includes an extensive set of APIs. The company should have little trouble finding the connectors and tools needed to accomplish its main objectives.

    However, if the company wants to customize a platform by integrating an ECM application with one or more enterprise applications, Alfresco open source platforms might provide a good foundation from which an SI or in-house developers can develop a system specifically for an enterprise.

    Companies may also want interoperability between two or more ECM platforms. Most ECM vendors support Content Management Interoperability Services (CMIS), designed to enable the integration of two or more ECM systems. Beware, however, as there are different degrees of compatibility with CMIS. Users generally regard Alfresco products as highly compatible with CMIS, so those are a safe bet.

    Finally, an organization may want to develop applications to work with its content. These applications use the capabilities of a shared repository, deployed either on premises or in the cloud. Companies should consider OpenText Content Suite, which comes with a rich set of development tools to create applications on top of OpenText platforms, as well as makes it easier to integrate with other enterprise systems. Box also supports an extensive set of APIs for incorporating Box Platform into a content-driven business application.

    Cloud-based file sync-and-share services

    Multiple ECM vendors offer cloud-based file sync-and-share services, designed to synchronize content with mobile devices. Box and Microsoft -- with its OneDrive product deployed in Azure -- provide content services and APIs for incorporating managed content into mobile apps.

    Dropbox and Google Drive also provide enterprise file sync-and-share services but lack the workflow features and integration with enterprise applications. However, if users just need to share files from common folders, these products will do the job.

    ECM applications most appropriate to your industry

    ECM software solves business problems that are frequently specific to an industry, and that is important to consider when evaluating vendors. Be sure to assess the existing enterprise architecture. Consider an ECM application that easily incorporates into the existing enterprise architecture. If the company is already an Oracle shop, focus first on Oracle WebCenter Content. If the business is committed to Microsoft, SharePoint is a good place to begin.

    There are several industry-specific guideposts. If a company is in the energy industry, it may wish to examine OpenText Documentum, IBM Business Automation Workflow and OpenText Content Suite. If it's in the telecom or communication industries, the company may wish to consider IBM Case Manager. If the organization is in media and entertainment, start the search with OpenText Content Suite or Box.

    Likewise, companies in engineering or construction industries should consider Alfresco, OpenText Documentum and OpenText Content Suite. Companies in life sciences should examine OpenText Documentum, OpenText Content Suite and Box.

    ECM applications to fit your company size requirements

    Remember also that different-sized companies have different ECMs. For example, large companies with sizable transaction volumes often need ECM platforms that can operate across multiple company departments and even different countries. Scalability and extensibility are important issues.

    A multinational organization must provide support for multiple languages and needs to process a large number of documents daily. IBM, OpenText and Oracle have past experience supporting large multinational customers and scaling to handle high transaction volumes.

    Midsize companies frequently need a customized ECM application that fits specific business needs. A midsize company may want to consider building a less expensive solution with open source tools, such as those provided by Alfresco. Cloud-powered content services are another option. SharePoint deployed on Azure may also be a cost-effective alternative, with a tailored environment appropriate for midsize business operations. Box can also be configured to accommodate the requirements of midsize companies and can serve as the authoritative repository for content-centric business applications.

    Smaller companies have fewer business processes and, by definition, few requirements for operating across multiple departments or countries. Cloud content management from Box or Microsoft provides most expected ECM capabilities, delivered on a subscription basis. Dropbox and Google Drive offer bare-bones file sync and share, where content is organized and secured through predefined file plans.

    Changes to expect in the ECM marketplace over the next five years

    Like all other areas in high tech, ECM continues to evolve. When assessing an ECM application, be sure take into account some of the underlying trends that are likely to affect the ECM marketplace over the next five years.

    Industry partnerships. ECM platforms remain a dynamic marketplace and are continuing to change as companies consider new ways to extract value from all stored content. Over the next five years, larger vendors will continue to acquire niche players to enhance their feature sets.

    Large and small vendors will also collaborate to combine the reach of established players with the latest innovations of smaller, more nimble vendors. Companies should expect to see more partnerships for content services, including machine learning and other approaches to AI.

    A case in point is Box. Since June 2015, it has partnered with IBM to combine Box's collaboration tools and ease of use with IBM's analytics, size and customer base. The partnership targets industries with a high need for security, including financial services, healthcare and government. Box is also collaborating with Google, Microsoft and IBM to add image recognition, content analytics and cognitive services to content managed within Box. OpenText partners with Microsoft for image recognition and other services.

    Integration with other enterprise systems. ECM applications will integrate more tightly with enterprise applications to blend content management and cross-company business processes even further. More vendors will focus on specific business problems in a given industry. For example, Alfresco already integrates with computer-aided design systems for engineering firms.

    Natural language handling. With the increasing consumerization of IT, more customers will expect the ability to query content using natural language interfaces. With ever-improving tools for natural language, a growing number of vendors will respond to demand by offering natural language processing tools for more powerful queries.

    Some vendors already offer tools for automatic language translation of content. For example, Oracle has a partnership with Lingotek to provide this feature in WebCenter Content. These tools will become more common, enabling people who speak different languages to work on the same content base.

    Image recognition. Recent advances in image analysis algorithms, which now perform better than humans at recognizing the content of images and placing the images into appropriate categories, will find their way into the content management tools of forward-thinking ECM vendors. Such enhancements will improve the capture, retrieval and analytics of image-based content. Box, IBM and OpenText already deliver customized solutions.

    Improved metadata. With data volumes increasing, enterprises will demand richer metadata features for better cataloging and searching of content. Some ECM vendors already offer ECM platforms with the ability to automatically extract metadata from a document (e.g., OpenText Documentum) or the ability for users to add metadata to documents (e.g., OpenText Content Suite and Box).

    Blending of structured and unstructured data. Enterprises have an increasing need to manage nontextual content, and many vendors have responded by providing ECM applications to help companies handle unstructured content. For example, Oracle WebCenter Content provides centralized control of unstructured content. Over the next five years, more vendors will offer tools to combine structured and unstructured data in ways that enable seamless processing of either type of content.

    The final word

    ECM software should provide a key set of services within your enterprise architecture. However, there are many variables in play, and choosing the right platform requires consideration of business objectives, existing software and in-house resources. Once that groundwork is set, the company is ready to evaluate which vendors best meet the specific requirements.

    Geoff Bock contributed to this report.


    How IBM, Intuit, and Rich Products Became More Customer-Centric | killexams.com real questions and Pass4sure dumps

    How well do you know your customers? This seems to be a key question on the minds of not just marketers, but company strategists these days. We have shifted from a competitive landscape in which companies are more exclusively focused on external forces affecting their industries and sectors, to one that has become significantly more customer centric. This intensive customer focus has increased as technology-enabled transparency and online social media accelerate an inexorable flow of market power downstream from suppliers to customers. Now, every company of any scale and in any sector wants to be closer to its customers, to understand them more deeply, and to tailor their products and services to serve them more precisely.

    Yet wanting to be closer with customers, and knowing what actual, operational pathways to take in order to achieve this are two very different things. In this article we look at three very different organizations – IBM, Rich Products, and Intuit – and the three different paths they have taken in reconfiguring their operations for more customer intimacy by changing methods, reengineering processes, and transforming culture.

    IBM: Applying a Hybrid Design-Thinking Approach

    Consider the battle waged by IBM’s software development teams between competing methods for getting closer to customers. The issue arose as a result of changes to IBM’s business model for software. In the past, IBM mostly provided enterprise software to customers who installed it on their own computers. Its product development teams followed a traditional software development method – called “Waterfall” — in which they spent months defining customer requirements and functional specifications, coding the software, and testing it for quality and reliability. They followed a sequence that resulted in new products or major updates to products every year or two.

    The rise of cloud computing changed all this. Technology companies using the cloud model provide their clients software or other computer technologies in the form of services delivered over the internet. The clients don’t have to own or maintain the technology. That makes it possible for the producers of the software to improve it much more frequently, with no effort required by customers.

    In response to the rapid advance of cloud computing, IBM’s software engineering groups embraced the Agile development method — with teams focused on incremental delivery of new capabilities every few weeks or months. Over time, teams adopted an even more aggressive approach to software development called “continuous delivery,” a highly automated method that enables them to make many small changes per day. This way, they can respond very quickly to new or changing customer needs, incrementally.

    Insight Center

    At about the same time, however, IBM’s design group, which was created to improve the user experience, was adopting a new “design thinking” approach to application development. This method’s primary aim is to attain deep understanding of customer needs using ethnography, anthropology, and other user-research techniques — putting users, rather than features, first in the planning process. Designers engage directly with individual users, developing empathy, observing how they work, and uncovering surprising ideas to help make their lives better. With this approach, cross-functional teams quickly develop prototypes to bounce off of customers.

    Charlie Hill, distinguished engineer and CTO, IBM Design, told us, “To deliver fundamentally different and better user experiences, designers want to take a step back and observe users actually doing their jobs. They want to understand what the user is trying to do at work, not simply how they interact with an existing application. Without this kind of understanding and exploration, a product team’s backlog of coding requirements is unlikely to deliver a compelling user experience. We want to bring our design thinking muscles to explore and play with how the user’s experience could be better in the future.”

    As design expertise became more critical to the success of IBM products and services, increasingly designers worked more frequently in collaboration with software engineers on product development. They faced a culture clash, however. The designers were focused on creating better user experiences, while the engineers were focused on speed, quality, and efficiency. To the engineers, the design thinking process seemed like a return to the Waterfall method.

    Phil Gilbert, general manager of IBM Design, told us: “In design thinking, you need to listen to the people doing the job, while in continuous delivery you don’t need to talk to users; you just monitor what they do on the web.”

    In the end, through many discussions and much gathering of data, the company came up with a hybrid method for product development that combined elements of both approaches, which it calls IBM Design Thinking. It assembled teams for each product or service that combined designers with engineers and created a new development process. The key steps:

    1) Clarify three key objectives (called “hills”) framed as target outcomes for users for each software release.

    2) Engage people who are going to use the software or service (called “sponsor users”) from start to finish through the development process.

    3) Demonstrate the state of the proposed solution from the standpoint of the user in periodic reviews (called “playbacks”).

    This effort began two years ago, and more than 100 product teams have embraced IBM Design Thinking. These teams are delivering updates continually. Many of the updates are incremental improvements based on the data collected every time someone uses the application, and some are bigger changes to the experience resulting from insights gained during direct observation of users doing their jobs.

    The new approach is working. The parts of the business where the approach is used most intensively grew revenue by double digits in 2014.

    Rich Products: Achieving Customer Intimacy through Reengineering

    Rich Products, a $3.3 billion food products company, has made a startling transition in its process for developing and introducing new products in response to customer requests. In Rich’s old, functional “silo-based” process, a marketing person with a new customer opportunity would contact his or her favorite R&D associate, the regulatory and quality assurance departments, packaging, and the plant. This ad hoc, sequential approach was replaced by a cross-functional team, which simultaneously accelerated its time to market and created a much more “intimate” relationship between Rich’s associates and its customers.

    This transition was triggered both by struggles to meet the needs of customers with urgent turnaround requirements (such as a restaurant with a seasonal offer or a school system that needed to plan its menu) and by executives frustrated with losing the potential business from these custom orders. The pressure created by these inside and outside perspectives resulted in a strategic reengineering effort that targeted their new product development process, refocusing it to increase customer intimacy.

    The first step for the process redesign team: living with the customer in order to map customer journeys. They looked at the end use of new products and asked how they could build it faster and stay close to the customer. They expanded the scope of the process to go from generating the new product idea to following up with the customer after the product launched, delivering not just a product, but a service. They mapped the process for their teams, then put the teams together to do it. And they are continuing to refine the process and remove bottlenecks, as they seek to improve new metrics for speed.

    The new process design was reengineered with the customer as its main focus and the cross-functional team as its primary vehicle. Functions on the team include: process managers, dedicated coordinators, research and development, sales and marketing, operations, quality assurance, traffic, and regulatory. Rather than simply taking customers’ orders, these teams now push harder into exploring how the customer wants to use products and precisely how Rich’s can help the customer succeed. Bringing all of its functional capabilities together into one team, Rich’s can move far faster and with more agility than in its functional, sequential past. Decisions that once took weeks can now be made in moments as the team works together. These teams focus on more than just product formulation, now constantly probing customer usage, storage, and pricing plans to make sure that both Rich’s and the customer make profitable returns.

    “This has been a game-changer for us,” said Maureen Lynch, the new product development process owner.  “We’ve moved from ad hoc day-to-day product planning to the deployment of a long-term disciplined approach supported by purposeful metrics.” The main measure is the number of days from when a customer request comes in to when it goes out. The schedule is visible and there is clear communication about what they’re working on. They focus on fewer customer requests at a time, allowing for a more responsive turnaround.

    Results have included improvements in customer satisfaction and an overall positive “Rich experience.” On-time-delivery has improved by 10%. Resource utilization accuracy has increased. Obstacles have been removed in getting resources from functional groups. And visibility has improved.

    This new approach was recently on display in Rich’s participation with the “Pizza 4 Patriots” program. Using their new process design, Rich’s was able to ship 5,000 specially designed pizzas to military personnel in Afghanistan within a month to meet a Super Bowl deadline. They had a forum for a triage discussion already in place, and the group understood the requirements. They were ready to execute with a new process, clear roles, and the required tools.

    Intuit:  Reviving a Culture Built Around Customers

    From its founding 31 years ago, Intuit has been an entrepreneurial company, creating personal finance and tax preparation products such as Quicken, TurboTax, and QuickBooks.

    Intuit has always had a reputation as a customer-focused company, which is fairly unique among software companies. Hugh Molotsi, vice president, Intuit Labs Incubator, told us that in the early days (the 1990s), founder Scott Cook taught employees about observing customers and finding real problems in their lives and solving them. There were “usability labs” where customers would try products and employees would observe them and see where they had problems, and “Follow Me Homes” where employees would observe customers at work and at home. And they had an annual big survey to gather customer insights.

    But as Intuit grew, informality and entrepreneurship began to morph into procedure and bureaucracy. The focus on customers slowly turned into a hunt for “bugs” and problems rather than acutely listening for and responding to customer needs. In other words, the traditional visits to customers were more focused on problem-solving than discovery. They were “fixing” rather than learning.

    As Suzanne Pellican, vice president and design fellow at QuickBooks, told us, “The vast majority of our growth comes from word of mouth. When you fix bugs, it doesn’t generate enthusiasm from our customers. Fixing a bug isn’t compelling to get them to recommend us. We weren’t surpassing customers’ expectations. And it showed in our Net Promoter Scores. They were flat.”

    These issues came to a head with “Merlin,” a major initiative intended to simplify building component-based products. After three years of work, the project was abandoned after missing several milestones. However, recognizing that they had drifted away from the customer-centricity that characterized their entrepreneurial past, Intuit embarked on a major new cultural and operating initiative called “Design for Delight,” in recognition of the fact that “Intuit needed to go past meeting customer requirements to delighting them.” There are three core principles to Design for Delight:

  • Deep Customer Empathy – Immerse yourself with customers to know them better than they know themselves. To understand what really matters to customers, you should watch them, talk with them, and put yourself in their shoes.
  • Go Broad to Go Narrow – Create options before making choices. There are lots of possible answers, so to get one great idea, you need to create lots. The first idea is rarely the best.
  • Rapid Experiments with Customers – Get customer feedback early and often to understand the pros and cons of options. Watching customers react to prototypes through trial and error is better than relying on our own opinions.
  • Using these principles Intuit began driving design thinking deep into its culture and operations. To do this they trained and deployed a cadre of 200 Innovation Catalysts who were embedded into the business units, created and held a large number of immersive experiential workshops, and added design thinking into their leadership training programs.

    Here’s more from Suzanne Pellican:

    Design for Delight (D4D) is a core capability of our company. We knew that it would take seven years of nurturing to get it in our DNA, and we made an investment in insuring that our employees use it. For example, it takes practicing D4D (our version of design thinking) six or ten times before employees start using it in their daily work. We persisted because our ambition to improve our customers’ financial lives means that we are always falling short. Even when we could start to see the changes in the ways employees work and in some customer outcomes, we kept nurturing it because we needed to see it in better products that we’re proud of and that our customers love.

    Throughout these years of cultural transformation, Intuit’s leadership support has been constant. Besides tracking dashboards that measure customer satisfaction, their leaders model behaviors that show the importance of customers. For example, when CEO Brad Smith does his tour of 15 sites to share the state of the company, the first people he meets with at each site are customers. Then he meets with employees. Then he meets with the leadership team.

    One Destination, Three Paths

    All three of these organizations dramatically improved their level of customer connection, but each achieved it using a different kind of operational approach. IBM developed a hybrid design-engineering-based method which synthesized deep customer analysis and rapid product and service changes. Rich Products reengineered its product development process by demolishing traditional functional silos and creating a team primed for speedy responses to customer needs. And Intuit embarked on a multi-year cultural transformation to re-embed the idea of creating customer delight in its DNA. These approaches certainly are not mutually exclusive. As the business world inevitably becomes more customer-centric, you will need to draw on one or more of them to get and keep a competitive edge through customer intimacy.



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