Recommended for CXOs and all IT Managers
If COVID-19 has demonstrated anything it is that organizations can no longer rely on traditional long-term strategic direction-setting, in order to succeed and grow. Today, organizations need to be able to quickly identify changes and respond with speed.
Adaptive enterprises have the technical and organizational agility to do this. In this session, we will present the organizational structure, technologies and concepts that make up an adaptive organization and discuss topics such as: Concierge hyper-personalization services; Personalized (PBC) Business Capabilities; adaptive organizational structure; Centers of Excellence; center office; hyper-automation and data centric organizations.
STKI Israeli it market study 2021 revised V2 2 2 slides per page Dr. Jimmy Schwarzkopf
The document discusses the findings of an Israeli IT market study conducted by STKI in 2021. It notes that COVID-19 accelerated changes in how IT services are delivered to satisfy new delivery scenarios. The study analyzed trends like the remote-first, data, and passion economies that emerged from the pandemic. The key finding is that the most enduring impact of COVID-19 will be as an "implementation accelerant", forcing faster implementations of technologies to deliver value immediately. The document provides background on STKI and outlines the methodology used in the 2021 market study.
Recommended for CIOs and Applications Managers
In this session we will discuss how next generation business applications enable the
creation of much needed hyper-personalized experiences for customers and employees.
Center Office is a new delivery model that is emerging in response to the need to deliver
end to end hyper-personalized solutions that improve on older enterprise (legacy)
applications. Center Office relies on technologies such as APIs, microservices and
Hyperautomation (next level of automation that meshes AI tools with RPA,, enabling
scaling for complex business processes).
How do we manage employees' experiences as well as preserve talent and create
collaborative workplaces for teams? which new skills are needed? what will the
workforce of the future look like? Which new tools are needed for HR (employee well-
being)?
This document discusses reimagining the future through innovation and transformation. It covers topics like exponential growth, science fiction becoming science fact with examples of the internet and search engines. It discusses how organizational "terroir" affects change and the need to adapt proactively through initiatives like building a data model, implementing analytic tools, and automating jobs. The document outlines the stages of digital transformation companies have gone through and need to continue, moving from automated to autonomous and data-centric systems. It discusses how paying off technical and process debts is needed for companies to adapt to new technologies like artificial intelligence and autonomous vehicles that are revolutionizing various industries.
The secret spice of great customer experiencesEinat Shimoni
This document discusses key themes in customer experience for 2019, including a focus on data-centric experiences, managing customer journeys, and designing experiences around outcomes. It notes that while brands aim to connect their brand promise to customer experiences, most do not fully deliver on promises. Successful brands highlighted align their brand promise and customer reality through practices like transparent values, community engagement, and social impact. The document advocates for designing experiences around "jobs to be done" and outcomes over features. It also discusses challenges organizations face like a lack of clear CX strategy and technology architecture, as well as the need for a single customer view across data sources.
Israel IT trends and positioning in infrastructure and development (delivery...Dr. Jimmy Schwarzkopf
Pini Cohen is a senior analyst at STKI with over 20 years of experience in IT. He covers issues related to platforms, storage, clients, middleware, operations and monitoring, development, and more. Cohen holds degrees in computer science and an MBA. He provides analysis on topics like IT architecture and strategies, software and hardware infrastructures, new technologies, and conducts roundtable discussions. Cohen's work includes copyrighted analyses of the Israeli market positions of various technology vendors in areas like storage, servers, backup, and VDI.
This document discusses trends in enterprise applications and cloud computing. It covers topics like the growing adoption of SaaS applications, challenges with cloud contracts, and a survey of SaaS adoption rates across different industries. It also examines trends like businesses moving applications back on-premise, the rise of "industry in a box" solutions, and recommendations for managing performance when relying on centralized systems.
How does the cio contrinute to other CxOs?Einat Shimoni
This presentations descrobes how the CIO contributes to other CxOs in application areas such as "Systems of engagement" versus "Systems of records". Web, mobile, omni-channel, digital, social, CRM, and also - ERP, CRM, HR and talent management, Knowledge management and analytics.
This document discusses trends in cloud computing and Israel's cloud computing industry. It defines cloud computing and its three main types: infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS). While still evolving, cloud computing has become a major trend, driven by cost savings. The document outlines security, diversifying SaaS applications, and hybrid cloud models as important trends. It also provides an overview of Israel's cloud computing industry and major companies in areas like security and SaaS.
The 28th edition of the annual research covering all aspects of the IT Market in Israel.
Volume 1: introduction, what is POSTCOVID19 Transformation and economic issues and market analysis
Digital transformations have forced organizations to adopt an adaptive approach. Adaptive organizational structures, real-time data management, and applications have evolved from more static past approaches. The document discusses the need for composable organizational applications that can quickly adapt compared to older static applications. It proposes adopting an adaptive IT approach using personalized business capabilities and a center office model to deliver business outcomes and value with the customer at the heart.
The document discusses trends in the Israeli IT market and technology adoption based on surveys of IT departments and vendors. It covers methodology, disruptive technologies driving innovation, the effect of cheap technologies, architectural trends, vendor-user relations, and forecasts for user budgets and the market in 2007-2008.
This document appears to be part of a market study on the Israeli IT market conducted by STKI IT Knowledge Integrators. It includes copyright notices, methodology descriptions, comparisons of software market forecasts, analyses of different categories of software including system infrastructure tools and middleware tools, and Israeli positioning of various vendors in categories like enterprise backup software and container platforms. The document contains confidential information for STKI.
This document discusses disruptive technologies and their impact on customer expectations and business operations. Customers now expect seamless, personalized experiences on their mobile devices around the clock. To meet these expectations, businesses must deliver digital products and services in real-time using technologies like mobility, sensors, location services and the Internet of Things. This will require redesigning systems and processes to prioritize customer engagement and bonding experiences over traditional transactions.
The document discusses trends in automation and innovation within Israeli organizations. It notes that the COVID-19 pandemic increased the need for real-time change and use of technology. Several examples are given of projects being launched within weeks instead of months by leveraging cloud technologies. The document also discusses how robotic process automation and other tools helped organizations scale operations and handle increased demand during the pandemic. Finally, it discusses trends in emerging technologies like blockchain and their potential applications for automating processes and developing new business models.
The document discusses content from STKI, an IT knowledge integration company, including information about their new website and content examples. It covers topics like digital disruption, the four industrial revolutions, predictions for 2023 in Israel, and how every company will need to become a software company. Across multiple pages, it provides definitions, predictions, recommendations, and perspectives on challenges and opportunities brought about by digital transformation and the fourth industrial revolution.
The document discusses major trends impacting organizational and IT employee initiatives in 2019 and beyond. Key themes covered include the changing role of HR, skills revolutions and reskilling/upskilling employees, new organizational structures blending human and robotic workforces, and the transition to data-centric organizations. New workplace models are emerging around remote working, communities, and digital/physical workspace designs. Technologies like automation, AI, and cloud computing are empowering employees and changing how work gets done.
The document discusses the journey towards becoming a data-driven organization. It notes that data is now a competitive differentiator and that the journey has become a race. It identifies characteristics of data-driven organizations as treating data as an asset, making it accessible and trusted, using it frequently in meetings, and more. Data-driven companies see benefits like higher growth and profits. The document outlines strategies for implementing a data strategy, including establishing a Center of Excellence and a data playbook to guide the process.
The Journey to a data driven organizationEinat Shimoni
The document discusses the journey towards becoming a data-driven organization. It identifies different levels of relying on data from using data selectively to using data to justify opinions. Data culture maturity also varies across industries, with some industries being more data-driven "disruptors". Data-driven organizations are characterized as managing data as an asset, making data accessible and trusted, using data frequently in meetings, and prioritizing data skills when hiring. Implementing a data strategy can lead to benefits like higher growth, profits, productivity, time to market, and customer acquisition. The challenges of becoming fully data-driven are also examined.
Recommended for CDOs and all Data & Analytics Managers
The past 2 years have had a huge impact on organizations journeys to become data driven. Existing data architectures were disrupted; rigid structures and processes were questioned, and many data strategies were re-written.
On the one hand, the global pandemic emphasized the need for organizations to raise the bar, implement strategies, improve data literacy and culture, increase investments in data and analytics, and explore AI opportunities.
On the other, it also presented new challenges such as: the war for data talent and the wide literacy gap. Inadequate structures as well as outdated processes were exposed. Major changes in the data landscape (Data Fabric, Data Mesh, Transition to Data Clouds) will further disrupt existing data architectures and enhance the need for a new adaptive architecture and organization.
This document discusses transitioning from a project-led organization to a product-led organization. It notes that while many companies have tried approaches like agile, digital transformation and design thinking, software projects still often fail to deliver user satisfaction. It advocates empowering product teams to own the entire product lifecycle and giving them autonomy to solve problems, rather than managing software development as a series of projects. This approach mirrors how successful startups operate and can help deliver better customer outcomes.
This document discusses trends in enterprise applications and remote work. It notes that 73% of employees want flexible remote work options, but 44% of companies do not allow it. Remote work increased from 16% pre-COVID to 65% during COVID. Productivity while remote has been found to be around 80%. Challenges of remote work include "Zoom fatigue" and ensuring creativity. The document also discusses trends in automation potentially disrupting jobs, the growth of e-commerce and interest in cloud-based ERP systems.
This document appears to be from an annual IT market study presentation by STKI IT Knowledge Integrators. It includes an agenda for the presentation covering the 2022 IT market study results, enterprise budgets, economic forecasting signals, top vendors, and a post-COVID world. The presentation contains many slides with graphs, charts, and text analyzing the Israeli IT market and global economic conditions. It discusses challenges in forecasting 2023-2024 given various political and economic uncertainties globally and in Israel.
The document provides an overview of an Israeli IT market study conducted in 2021 by STKI analysts. It discusses the impacts of COVID-19 on accelerating digital transformation and the implementation of new technologies. It then introduces the concepts of a "remote-first economy", "data economy", "distributive economy", and "passion economy" as frameworks for understanding trends in a post-COVID world. The document emphasizes that the most enduring impact of COVID-19 will be as an "implementation accelerant", driving organizations to rapidly implement technologies to deliver value.
This document discusses transforming from data projects to data products. It outlines how companies can adopt a product mindset and focus on creating data products that solve specific customer problems. Key aspects include defining data product teams led by data product managers, adopting a product mindset of focusing on outcomes rather than outputs, and using storytelling to communicate insights from data products. The presentation argues that treating data as a product can create competitive advantages and that every company may need to become a data science company in the future.
The document discusses the evolution of the Office of the Chief Information Officer (OCIO) role over time. It describes how the OCIO started as an "order taker" for IT in the 1990s (OCIO v1). In the 2000s, the OCIO was established to better align IT with business needs (OCIO v2). Later, business relationship managers (BRMs) were introduced to improve customer experience but acted as bottlenecks (2017-2022). The document argues for a product-led organization where product teams are empowered and the OCIO acts as an enabler by providing resources and skills to product managers based on product success metrics.
Data & Analytics trends STKI summit 2016Einat Shimoni
The document discusses the growing role and impact of algorithms and data analytics. It notes that algorithms are disrupting many industries like connected cars, programmatic marketing, TV and media, and retail shopping. It also discusses how technologies are becoming smarter through algorithms and how algorithms are at the heart of any digital business. The document emphasizes that tremendous technological progress has been made in data and analytics and that the possibilities are limitless through the use of big data, algorithms, and machine learning.
This document discusses communication and collaboration in product-led organizations. It covers topics like internal collaboration, collaboration challenges, collaboration tools, and collaboration overload. It also discusses the human factors of product-led organizations like empowering teams, keeping people interested and informed, and addressing issues like the great resignation and quiet quitting. The overall document provides insights into improving collaboration and communication in product-led companies.
The document discusses how technology procurement is changing due to trends in IT like technologies having shorter lifecycles, microservices architecture, and agile development. Some implications are that there is no long term planning, goals are determined by budgets, ownership of software and hardware is difficult, and finding alternatives is challenging due to dependencies on open source projects. Technology procurement now involves many smaller deals instead of large long-term contracts. The document provides examples of how technologies like Hadoop have been replaced and suggests procurement must adapt to this new dynamic IT environment through changes like bucket-based budgeting and prioritizing flexibility over large discounts on future purchases.
The document is a slide deck from STKI, an Israeli market research and strategic analyst firm, discussing the impact of global events on IT budgets in Israel in 2022-2024. It notes that while IT budget increases were forecasted to be large in 2022, events like the war in Ukraine, inflation, interest rate hikes, and political instability have changed the outlook. IT budgets in Israel are still expected to rise 12-13% in 2022 but forecasts beyond that are difficult given uncertainties. Digital transformation alone is no longer sufficient - companies must undergo smart business transformations to deliver personalized, data-driven experiences to customers.
The document discusses customer journeys and the vision for optimizing them. It presents examples of how companies like Sungevity have mapped customer journeys and improved their experiences. The slides note that the goals are to create frictionless experiences, maximize lifetime value through touchpoints, and understand customer motivations. Orchestrating organizational and customer processes is key to becoming a customer experience leader. Journey innovation, automation, personalization, and real-time analytics are described as ways to make journeys "stickier". The ultimate vision is a "digital factory" approach where customer experiences are treated as products.
This document discusses product discovery and the importance of making the process data-driven. It recommends gathering customer data from various sources, analyzing the customer experience, and using product analytics tools to obtain both quantitative and qualitative insights. This will help ensure ideas are validated with real customers before significant development work begins. The goal is to learn fast through discovery while still releasing products with confidence.
STKI Israeli Market Study 2023 corrected forecast 2023_24 v3.pdfDr. Jimmy Schwarzkopf
The document appears to be a presentation from STKI IT Knowledge Integrators on the state of Israel's economy and IT market following the outbreak of war in October 2023. It includes data and forecasts from various sources on how the war has negatively impacted Israel's GDP, business activity, and key industries. The original forecast predicted growth in Israel's IT market from 2018-2024, but the forecast has been corrected downward due to the unforeseen economic damage from the war, with the IT market now expected to decline in 2023 and 2024 compared to 2022 levels.
The document describes STKI, an IT market research and strategic analyst firm based in Israel. Over its 31 years in business, STKI has established relationships with major IT organizations and vendors through thousands of annual interviews. STKI uses an equilibrium model to analyze both what users purchase from vendors and what vendors sell, in order to determine the overall Israeli IT market size. The company provides research reports, briefings, and workshops to clients on topics like technology trends, industry surveys, and vendor positioning.
This document is a presentation by STKI IT Knowledge Integrators on their 2023 Israel IT Market Study. It provides information on STKI's methodology, which uses an equilibrium model to calculate the IT market size based on interviews with both technology users and vendors. It outlines the types of research and services STKI provides on topics like IT trends, budgets, forecasts, and vendor positioning. The presentation also includes sections on the Israeli economy, changing business environment, and factors impacting the CIO role. Slides are included on Israeli company statistics and examples of STKI's vendor positioning analysis.
This document discusses platform teams and platform engineering. It introduces platform products as products that can be easily used by other teams to focus on business problems while maintaining standards. Platform engineering is defined as designing and building toolchains and workflows that enable self-service capabilities for other teams. Platform products have functionality above the surface that developers see, and infrastructure components below the surface. Integration platforms, SRE, SASE, storage and backup tools, and micro frontends are discussed as examples of platform products.
The document provides information about STKI IT Knowledge Integrators, a market research and strategic analyst firm in Israel. It includes pages describing STKI's services, methodology, research focus areas, and client base. STKI conducts original research through face-to-face interviews and surveys of both technology users and vendors to establish an equilibrium model of the Israeli IT market. The document contains sample slides of the type of data and positioning analyses STKI provides to clients.
This document provides an overview of the 2022 STKI IT Knowledge Integrators summit. It discusses how global events have impacted the previously optimistic outlook for IT budgets in 2022, noting issues like rising inflation, economic recession, war in Ukraine, and layoffs in the tech sector. However, it predicts that Israeli IT budgets will still rise 12-13% in 2022. It also covers STKI's services, research methodology, vendor positioning approach, and includes data about Israel's population, mobile/internet usage, and 5G penetration.
Initiatives are organizational challenges aimed at transforming business models to adapt to disruptive changes in the economy. They involve multiple "treks" or projects that follow best practices to achieve important goals, with each trek representing a journey with several important steps that may also be individual projects. Initiatives are maps to help companies navigate the connected modern economy through continuous improvement efforts.
The document outlines an initiative to re-invent IT at a company. It discusses reorganizing technology domains, cost optimization strategies like chargeback models and new procurement methods, redesigning core processes and systems using approaches like microservices and containers, establishing an insights-driven culture by hiring data talent and implementing predictive analytics, and ensuring decisions lead to actions. The goal is to transform IT from an overhead division to an enabler of the business through initiatives that fundamentally reshape work and drive growth.
Scaling Connections in PostgreSQL Postgres Bangalore(PGBLR) Meetup-2 - MydbopsMydbops
This presentation, delivered at the Postgres Bangalore (PGBLR) Meetup-2 on June 29th, 2024, dives deep into connection pooling for PostgreSQL databases. Aakash M, a PostgreSQL Tech Lead at Mydbops, explores the challenges of managing numerous connections and explains how connection pooling optimizes performance and resource utilization.
Key Takeaways:
* Understand why connection pooling is essential for high-traffic applications
* Explore various connection poolers available for PostgreSQL, including pgbouncer
* Learn the configuration options and functionalities of pgbouncer
* Discover best practices for monitoring and troubleshooting connection pooling setups
* Gain insights into real-world use cases and considerations for production environments
This presentation is ideal for:
* Database administrators (DBAs)
* Developers working with PostgreSQL
* DevOps engineers
* Anyone interested in optimizing PostgreSQL performance
Contact info@mydbops.com for PostgreSQL Managed, Consulting and Remote DBA Services
Are you interested in learning about creating an attractive website? Here it is! Take part in the challenge that will broaden your knowledge about creating cool websites! Don't miss this opportunity, only in "Redesign Challenge"!
Interaction Latency: Square's User-Centric Mobile Performance MetricScyllaDB
Mobile performance metrics often take inspiration from the backend world and measure resource usage (CPU usage, memory usage, etc) and workload durations (how long a piece of code takes to run).
However, mobile apps are used by humans and the app performance directly impacts their experience, so we should primarily track user-centric mobile performance metrics. Following the lead of tech giants, the mobile industry at large is now adopting the tracking of app launch time and smoothness (jank during motion).
At Square, our customers spend most of their time in the app long after it's launched, and they don't scroll much, so app launch time and smoothness aren't critical metrics. What should we track instead?
This talk will introduce you to Interaction Latency, a user-centric mobile performance metric inspired from the Web Vital metric Interaction to Next Paint"" (web.dev/inp). We'll go over why apps need to track this, how to properly implement its tracking (it's tricky!), how to aggregate this metric and what thresholds you should target.
AI_dev Europe 2024 - From OpenAI to Opensource AIRaphaël Semeteys
Navigating Between Commercial Ownership and Collaborative Openness
This presentation explores the evolution of generative AI, highlighting the trajectories of various models such as GPT-4, and examining the dynamics between commercial interests and the ethics of open collaboration. We offer an in-depth analysis of the levels of openness of different language models, assessing various components and aspects, and exploring how the (de)centralization of computing power and technology could shape the future of AI research and development. Additionally, we explore concrete examples like LLaMA and its descendants, as well as other open and collaborative projects, which illustrate the diversity and creativity in the field, while navigating the complex waters of intellectual property and licensing.
Navigating Post-Quantum Blockchain: Resilient Cryptography in Quantum Threatsanupriti
In the rapidly evolving landscape of blockchain technology, the advent of quantum computing poses unprecedented challenges to traditional cryptographic methods. As quantum computing capabilities advance, the vulnerabilities of current cryptographic standards become increasingly apparent.
This presentation, "Navigating Post-Quantum Blockchain: Resilient Cryptography in Quantum Threats," explores the intersection of blockchain technology and quantum computing. It delves into the urgent need for resilient cryptographic solutions that can withstand the computational power of quantum adversaries.
Key topics covered include:
An overview of quantum computing and its implications for blockchain security.
Current cryptographic standards and their vulnerabilities in the face of quantum threats.
Emerging post-quantum cryptographic algorithms and their applicability to blockchain systems.
Case studies and real-world implications of quantum-resistant blockchain implementations.
Strategies for integrating post-quantum cryptography into existing blockchain frameworks.
Join us as we navigate the complexities of securing blockchain networks in a quantum-enabled future. Gain insights into the latest advancements and best practices for safeguarding data integrity and privacy in the era of quantum threats.
Details of description part II: Describing images in practice - Tech Forum 2024BookNet Canada
This presentation explores the practical application of image description techniques. Familiar guidelines will be demonstrated in practice, and descriptions will be developed “live”! If you have learned a lot about the theory of image description techniques but want to feel more confident putting them into practice, this is the presentation for you. There will be useful, actionable information for everyone, whether you are working with authors, colleagues, alone, or leveraging AI as a collaborator.
Link to presentation recording and transcript: https://bnctechforum.ca/sessions/details-of-description-part-ii-describing-images-in-practice/
Presented by BookNet Canada on June 25, 2024, with support from the Department of Canadian Heritage.
Sustainability requires ingenuity and stewardship. Did you know Pigging Solutions pigging systems help you achieve your sustainable manufacturing goals AND provide rapid return on investment.
How? Our systems recover over 99% of product in transfer piping. Recovering trapped product from transfer lines that would otherwise become flush-waste, means you can increase batch yields and eliminate flush waste. From raw materials to finished product, if you can pump it, we can pig it.
GDG Cloud Southlake #34: Neatsun Ziv: Automating AppsecJames Anderson
The lecture titled "Automating AppSec" delves into the critical challenges associated with manual application security (AppSec) processes and outlines strategic approaches for incorporating automation to enhance efficiency, accuracy, and scalability. The lecture is structured to highlight the inherent difficulties in traditional AppSec practices, emphasizing the labor-intensive triage of issues, the complexity of identifying responsible owners for security flaws, and the challenges of implementing security checks within CI/CD pipelines. Furthermore, it provides actionable insights on automating these processes to not only mitigate these pains but also to enable a more proactive and scalable security posture within development cycles.
The Pains of Manual AppSec:
This section will explore the time-consuming and error-prone nature of manually triaging security issues, including the difficulty of prioritizing vulnerabilities based on their actual risk to the organization. It will also discuss the challenges in determining ownership for remediation tasks, a process often complicated by cross-functional teams and microservices architectures. Additionally, the inefficiencies of manual checks within CI/CD gates will be examined, highlighting how they can delay deployments and introduce security risks.
Automating CI/CD Gates:
Here, the focus shifts to the automation of security within the CI/CD pipelines. The lecture will cover methods to seamlessly integrate security tools that automatically scan for vulnerabilities as part of the build process, thereby ensuring that security is a core component of the development lifecycle. Strategies for configuring automated gates that can block or flag builds based on the severity of detected issues will be discussed, ensuring that only secure code progresses through the pipeline.
Triaging Issues with Automation:
This segment addresses how automation can be leveraged to intelligently triage and prioritize security issues. It will cover technologies and methodologies for automatically assessing the context and potential impact of vulnerabilities, facilitating quicker and more accurate decision-making. The use of automated alerting and reporting mechanisms to ensure the right stakeholders are informed in a timely manner will also be discussed.
Identifying Ownership Automatically:
Automating the process of identifying who owns the responsibility for fixing specific security issues is critical for efficient remediation. This part of the lecture will explore tools and practices for mapping vulnerabilities to code owners, leveraging version control and project management tools.
Three Tips to Scale the Shift Left Program:
Finally, the lecture will offer three practical tips for organizations looking to scale their Shift Left security programs. These will include recommendations on fostering a security culture within development teams, employing DevSecOps principles to integrate security throughout the development
Fluttercon 2024: Showing that you care about security - OpenSSF Scorecards fo...Chris Swan
Have you noticed the OpenSSF Scorecard badges on the official Dart and Flutter repos? It's Google's way of showing that they care about security. Practices such as pinning dependencies, branch protection, required reviews, continuous integration tests etc. are measured to provide a score and accompanying badge.
You can do the same for your projects, and this presentation will show you how, with an emphasis on the unique challenges that come up when working with Dart and Flutter.
The session will provide a walkthrough of the steps involved in securing a first repository, and then what it takes to repeat that process across an organization with multiple repos. It will also look at the ongoing maintenance involved once scorecards have been implemented, and how aspects of that maintenance can be better automated to minimize toil.
Hire a private investigator to get cell phone recordsHackersList
Learn what private investigators can legally do to obtain cell phone records and track phones, plus ethical considerations and alternatives for addressing privacy concerns.
The Rise of Supernetwork Data Intensive ComputingLarry Smarr
Invited Remote Lecture to SC21
The International Conference for High Performance Computing, Networking, Storage, and Analysis
St. Louis, Missouri
November 18, 2021
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/07/intels-approach-to-operationalizing-ai-in-the-manufacturing-sector-a-presentation-from-intel/
Tara Thimmanaik, AI Systems and Solutions Architect at Intel, presents the “Intel’s Approach to Operationalizing AI in the Manufacturing Sector,” tutorial at the May 2024 Embedded Vision Summit.
AI at the edge is powering a revolution in industrial IoT, from real-time processing and analytics that drive greater efficiency and learning to predictive maintenance. Intel is focused on developing tools and assets to help domain experts operationalize AI-based solutions in their fields of expertise.
In this talk, Thimmanaik explains how Intel’s software platforms simplify labor-intensive data upload, labeling, training, model optimization and retraining tasks. She shows how domain experts can quickly build vision models for a wide range of processes—detecting defective parts on a production line, reducing downtime on the factory floor, automating inventory management and other digitization and automation projects. And she introduces Intel-provided edge computing assets that empower faster localized insights and decisions, improving labor productivity through easy-to-use AI tools that democratize AI.
Quantum Communications Q&A with Gemini LLM. These are based on Shannon's Noisy channel Theorem and offers how the classical theory applies to the quantum world.
Implementations of Fused Deposition Modeling in real worldEmerging Tech
The presentation showcases the diverse real-world applications of Fused Deposition Modeling (FDM) across multiple industries:
1. **Manufacturing**: FDM is utilized in manufacturing for rapid prototyping, creating custom tools and fixtures, and producing functional end-use parts. Companies leverage its cost-effectiveness and flexibility to streamline production processes.
2. **Medical**: In the medical field, FDM is used to create patient-specific anatomical models, surgical guides, and prosthetics. Its ability to produce precise and biocompatible parts supports advancements in personalized healthcare solutions.
3. **Education**: FDM plays a crucial role in education by enabling students to learn about design and engineering through hands-on 3D printing projects. It promotes innovation and practical skill development in STEM disciplines.
4. **Science**: Researchers use FDM to prototype equipment for scientific experiments, build custom laboratory tools, and create models for visualization and testing purposes. It facilitates rapid iteration and customization in scientific endeavors.
5. **Automotive**: Automotive manufacturers employ FDM for prototyping vehicle components, tooling for assembly lines, and customized parts. It speeds up the design validation process and enhances efficiency in automotive engineering.
6. **Consumer Electronics**: FDM is utilized in consumer electronics for designing and prototyping product enclosures, casings, and internal components. It enables rapid iteration and customization to meet evolving consumer demands.
7. **Robotics**: Robotics engineers leverage FDM to prototype robot parts, create lightweight and durable components, and customize robot designs for specific applications. It supports innovation and optimization in robotic systems.
8. **Aerospace**: In aerospace, FDM is used to manufacture lightweight parts, complex geometries, and prototypes of aircraft components. It contributes to cost reduction, faster production cycles, and weight savings in aerospace engineering.
9. **Architecture**: Architects utilize FDM for creating detailed architectural models, prototypes of building components, and intricate designs. It aids in visualizing concepts, testing structural integrity, and communicating design ideas effectively.
Each industry example demonstrates how FDM enhances innovation, accelerates product development, and addresses specific challenges through advanced manufacturing capabilities.
20240702 QFM021 Machine Intelligence Reading List June 2024
Big iIT stagnation
1. 1
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
From the
GREAT IT “STAGNATION”
to
“OVERCOME & IMPLEMENT”
2. 2
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
My 2020-2021 reading list
I recommend the following:
Magazines & Books
(I read all of them)
6. 6
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
WE FACE THE TASK OF
UNDERSTANDING AND GOVERNING A
POST-COVID19 WORLD WITH :
21ST-CENTURY TECHNOLOGIES,
20TH-CENTURY MINDSET
19TH-CENTURY INSTITUTIONS
8. 8
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
deliver value
under pressure
and at the pace
the market
demands
2022
9. 9
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
How the Covid19 Era
Empowered (changed)
ALL Individuals
• The GOOGLE effect: separation of humans and information
• The WHATSAPP effect: Free communications, death of distance
• The ZOOM effect: Virtualization of family, classroom & business meetings
• The WOLT effect: Virtualization of food delivery experience
• The FACEBOOK effect: Virtualization of human relationships
• The AIRB&B effect: Virtualization of short-term accommodations
• The LINKEDIN effect: Virtualization of specialized knowledge and employment opportunities
• The AMAZON effect: Virtualization of customer experience
• The WAZE effect: Virtualization and crowdsourcing of automobile travel
• The SPOTIFY, APPLE MUSIC effect: Personalization of music consumerist
• The INSTAGRAM, SNAPCHAT, YOUTUBE effect: Virtualization of content sharing
• The YELP, TRIPADVISOR effect: Virtualization of Consumer Reviews
• Summary of the effects LIFE CHANGED
9
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
10. 10
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
CHANGES THAT HAPPENED IN 2020-21
CHANGES THAT HAPPENED IN 2020-21
12. 12
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
What type of employee fits your DNA? Who do you hire?
Some companies shine, already far along in the
journey to digital maturity.
But all companies (even digital natives and market leaders)
have to move faster and travel further.
13. Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
A LV I N TO F L E R
THE ILLITERATE OF THE 21ST CENTURY
WILL NOT BE THOSE THAT
CAN’T READ OR WRITE,
BUT THOSE WHO CANNOT LEARN,
UNLEARN, AND RELEARN
14. 14
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
14
“You shouldn't hire someone because
they have a particular skill.
You have to hire someone because they
have the capacity to continue to learn.”
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
15. 15
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
15
Post covid19 (202X) organizations will depend more
and more on multifaceted workers, people with
skills that resemble the Greek letter pi (π).
This group will have a broad mastery of general
management skills plus (at least 2) spikes of
deep functional or domain expertise AND knows
how to, wants to LEARN
Which Letter-shaped will your Future Employees and Leaders be?
“T-Shaped” (20th century HR)
refers to an employee who
has a thorough knowledge
and strong skill-set in one
area, but can also work
beyond it and can
collaborate in numerous
other disciplines or fields
E-shaped managers
(21st century) have a
combination of 4 E’s
(Experience, Expertise,
Exploration and
Execution) that are
really essential in the
current business
world.
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
16. 16
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
• Remote First Economy
• Data Economy
• Distributed (API)Economy
• Passion Economy
• Merit-Talent Economy
• Re-invention Economy
• Subscription Economy
• Innovation Economy
• Shortage Economy
• Implementation Economy (finally)
Post-covid19 has many names:
17. 17
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
2009-2019:
• World economy’s problem was a lack of spending.
• Households tried to pay down their debts,
• Israeli government had no budget for 3 years and before it was “austere”
• Enterprises held back investment
• Enterprises hired from an infinite pool of workers
Post-covid19
• Spending has come roaring back
• Governments have stimulated the economy
• Consumers having (what they thought) extra disposable income spent it on
technology, transportation and upgrading their homes
• The surge in demand is so powerful that supply is struggling to keep up.
• Enterprises are constrained by the shortage of available new hires
• Demand for electronic goods has boomed “causing” a shortage of
microchips (PCs, servers, storage, automobiles, appliances are in short
supply) CHIPS will available as before around 2024.
• Supply chain management (in Israel) was not implemented
The Shortage Economy
18. 18
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Age of Implementation
“an econo-technological revolution”
19. Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
you've got to THINK ABOUT BIG THINGS while you’re
implementing small things,
so that all the small things go in the
RIGHT DIRECTION
A L V I N T O F F L E R : R E T H I N K I N G T H E F U T U R E
S T R U C T U R A L C H A N G E
AGE OF IMPLEMENTATION
19
22. 22
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
implementation of these
trends
widens the gap between
the best- and worst-
performing companies
(future performance will
depend on the ability to
implement these trends).
implementation of these
trends
widens the gap between
the best- and worst-
performing companies
(future performance will
depend on the ability to
implement these trends).
24. 24
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
LEWIN’s change theory
Cook
25. 25
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
COVID-19 why Levin’s change theory today?
• Usually “defrost” is slow and time
consuming
• Covid-19 has effectively “heated” all
social & professional spheres that were
in “total paralysis”
• This has brought the possibility for
radical change (cook & implement ) in
“enterprise applications”
• Adaptive enterprises are THE solution to
the refrost phase (for both process and
technologies)
26. 26
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Back to LEWIN’s change theory (STKI version)
26
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
27. 27
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
27
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
28. 28
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
NEW CIO
"When tempted to fight fire with fire,
remember that the Fire Department
usually uses water."
Unknown
28
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
29. 29
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
In a post covid-19 organization the role of the
technology leader (CIO) is:
• not to develop a digital strategy or
vision
• embed personalized digital
solutions into the business
strategy in order to
FACILITATE and CREATE VALUE
Pre-covid Post-covid
30. 30
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Genpact and MIT Sloan CIO
Symposium surveyed 500 CIOs
and technology leaders during
1Q2021.
ve source or attribution from any slide, graph or portion of graph
30
32. 32
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
A shift potentially as monumental as the movement of workers
into factories (Industrial Revolution) has swept the globe, only this
transition happened in months, and moved people in the
opposite direction (back home) at least part of the week
CO-WORKING Revolution: "creative” work environments
two very different environments should always coexist:
high-focus work environment and restorative activities
environment
• If we never rest, we can’t focus,
• If we don't work with each other, we miss out on finding new ideas
Despite its speed, we’re still in the earliest stages of the
Work-From-Home Revolution 202x , and it could take years or
even decades of trial and error to get right.
WORK REVOLUTION (21st Century) V2
33. 33
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Work from Home is dead, long live Work from Anywhere
Work is no longer a place, it is what you do and how you do it
• Organizations learned to trust employees
work ethics
• Employees work where they “feel” most
productive
• Organizations can hire the best individual for
the job not considering where he lives/ works
• Coworking Comes Home: new apartment
buildings include shared office space
integrated into the building’s common areas.
Work From Home” fails to communicate the changes it brings:
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
33
Work-From-Anywhere Revolution
34. 34
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
What Is An Office (post-covid19) ?
CO-WORKING offices need to support:
connection, collaboration, concentration and culture
1. Stop thinking of an office as a rigid container for employees
2. Since employees can work from anywhere, the office has
competition and needs to be a place they want to go rather
than a place they’re obliged to go.
3. Should become a place that encourages employees to share
ideas, work, and innovate
4. Desks are giving way to open tables that allow flexibility in
spacing.
5. Video is here to stay, so there is a need for video booths
6. Casual areas, openness is critical to collaboration, (NO doors)
35. 35
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Unless you have just landed from another planet
DIGITAL TRANSFORMATIONS have forced
organizations into a new approach and
ADAPTIVE emerges as the top objective
for the organization:
• Adaptive organizational structure
evolves from the more static AGILE
world.
• Adaptive organizational applications
evolve from the more static old
application world.
• Adaptive real-time data management
evolve from the more static data
warehouse and dashboard world.
36. Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
RETHINKING
ORGANIZATIONAL STRUCTURE
Adaptive emerges as top objective for
organizations.
Ad-hoc composable organizational
structure evolves from the more static
AGILE world.
36
37. 37
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Organization
A sustainable competitive advantage no longer exists
Digital is the big equalizer dramatically reducing barriers of entry
An alarming 70% of our employees are not engaged!
Our organization’s design is over 100 years old
The COVID-19 pandemic taught every business one key lesson:
Everything can change quickly, and it has, with no signs of slowing down
38. 38
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
The time for a fundamental
redesign of our
organizations is NOW
embrace the CHANGE; TRUST your workers; enable the INNOVATION
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
38
39. 39
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
30%
Adaptive organizations
generate more profit
37%
Adaptive organizations
grow revenue faster
3.2
Adaptive Enterprises
grow 3X faster
than industries’ average
Forrester
MIT
MIT
Adaptive Organizations
In Research
Adaptive Enterprises Grow 3X Faster Than Industry Average. Here's Why. (forrester.com)
40. 40
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
• Calendar-driven, rigid and detailed annual
budget and planning
• HiPPO decision making, leading to a very
specific management style:
• Command and control micromanagement
• Stick and carrots – Bigger picture is NOT for
everyone
• Hierarchical, SILO-based org. structure
• Manual waterfall SW delivery - 3-4 releases
a year
• Physical infrastructure
• Outsourcing
40
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
41. 41
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Traditional IT
Dynamic strategic
planning & budgeting
Implement
How do we go from:
Cloud, Platforms,
and Automation
Organizational structure
& ways of working
SW delivery
methodologies and tools
Culture of Trust and
Transparency
Adaptive
organization
AGILE is not enough. It’s NOT about faster development teams, but
faster work of each department. The real change will only happen after
senior executives become an integral part of Agile teams.
42. 42
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
As 2019 ended, strategic planning teams around the world
were ready for 2020.
They had spent weeks developing strategic plans based on
their interpretation of the past and their best guesses about
the future — assessing global trade flows, energy prices, supply chains, the
competitive environment, customer demand patterns and staffing availability —
to set revenue, cost targets and plans for achieving them.
By the end of Q1, most of it was irrelevant
Planning Calendar-driven, rigid
and detailed annual
budget and planning
Identify
43. 43
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Every research company has written about it
Beloved
planning
44. 44
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Calendar-driven Dynamic Planning
• We can’t predict the future in a reliable way - there are
simply too many variables
• We still need plans that control the outcome - We
cannot simply expect plans to come true
• Instead of static plans - we need a strategy of discovery
and learning by disciplined experiments and short
feedback loops.
• It's better for organizations to forecast in a shorter
time range, updating scenarios as they get more clarity
Event
45. 45
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Traditional Planning
Strategic
people
Implementation
people
who had never seen
the whole picture
01 Jan 2021
31 Dec 2021
Rules-based and
hierarchical process
Real Time Planning
Emerging process. Teams who are going to execute
decisions are the ones who make them, based on
what's happening
1. Leadership team creates a big shared goal
2. Teams go through a process of understanding how
they will get there — what they lack, and the
landscape they're in.
Architect
CTO
CDO
Product
46. 46
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Panic
Strategy
• All old rules do not apply
• We don't know what the new rules
are
• Dysfunctional shooting in all
directions
• The pandemic doesn’t affect us as
much as the others
• We don’t know what the next phase
will be, so we cling to the known that
works for us
Re-evaluation
Strategy
• Complete reevaluation of business
models & taken-for-granted
business assumptions
• A lot of innovative pivots and
entrepreneurial experiments
• You can't spend money you don't have -
Zero-based budgeting
Near-term Concerns and Shorter-term Budgeting
Source: Prof. Rita McGrath
47. 47
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Zero-based budgeting
In one day, organizations got
NEW CRITICAL, MEGA-STRATEGIC PROJECTS
Enterprises had little ability to identify which
projects can be stopped and which must be
continued
48. 48
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Traditional Budget Planning
While technology is quickly transforming the nature of business,
technology investment processes have not always kept pace.
How can CIOs rethink traditional technology budgeting?
Discovery-driven Budget Planning
Project’s assumptions are made in advance New ventures are uncertain from the start
49. 49
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
• In the business context, we are probably facing the
most uncertainty of all time, in reality none of us
knows
• The data does not exist. We'll have to create it
• This means formulating hypotheses, testing them
and validating or invalidating them very quickly
Prof. Rita McGrath
Budgeting Design Thinking and Experimentation
50. 50
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Yet, 4 years later, most enterprises still have a
rigid, hierarchical structure, that has become a
major hindrance to adaptiveness
This is me at our 2017 Summit,
talking about - SILOs and their
negative effects on organizations
Organizational Structure • Hierarchical, SILO-
based org. structure
Identify
51. 51
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Virtual Value Streams
• Working in value streams, even if only
virtual ones, has a lot of advantages
• Overviewing the whole picture
becomes much easier
• A value stream brings together people
from different departments around a
common goal using the same
measures
Source: https://www.adaptive-organizations.com/from-silos-to-valuestreams/
Organizing in Value Streams
52. 52
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Value Team is this small team that had to meet during
lockdown, on Zoom, in order to get the job done
אלה בצוותים
–
ביניים מנהלי הרבה רואים לא
,
גם
לא
בכירים מנהלים
רמב רפאל
"
ופרסו פיתחו ומיקרוסופט ם
מערכת
מרחוק חולה ניטור חדשנית
ב
-
4
בלבד שבועות
.
ע נעשתה העבודה
"
י
ומעורבים קטנים צוותים
של
מפתחים
,
מהנדסים
,
עם ורופאים
הענן על פתוח קוד
53. 53
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Our organizations are complex systems of human networks,
adaptive ecosystems with many internal and external individuals
SERVICE
PARTNERs
COOL
START-
UPs
CROWDSOURCING
FREELANCERS
Adaptive Organizational Structure
Offshore
54. 54
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
SW Delivery
Methodologies And Tools
from WATERFALL BI-MODEL
IS NOT
ENOUGH
54
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
55. 55
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
AGILE ADAPTIVE
Chameleon changes 7 colours
in only 3 minutes!
Leopard is the fastest animal in the world,
in danger of extinction
56. 56
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Adaptive and Value-driven Development®
JOB TO BE
“CHANGED”
PRODUCT
HYPOTHESIS &
DESIGN
PROTOTYPE
& TEST
PRODUCT
DEVELOP
Heavy Business,
development, Strategy
WHAT? HOW?
Are we on the
right direction?
FAST
Bus Dev, Designers
CX/UX, Architect, IT סיירת
Cross functional
developers, QA,
business
change
Organizational DNA?
Customer Success
Managers
Main
tain
Start
Product
Mngr
Product
Mngr
Product
Mngr
Product
Mngr
NEW PRODUCT/
PROCESS-RELATED
CHANGE
ADOPTION
After each step it can be stopped and thrown away
Breaking large projects into bite-size, manageable tasks
57. 57
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Currently, organizations are facing multidimensional and parallel changes, which means
individual projects cannot be separated from each other
Enterprise
infrastructure
DATA
Interdependent Multiproject Environment
Interdependent Multiproject Management
OCIO:
How do we manage people, who are working (some of them partial time)
on multiple interdependent projects at the same time?
58. 58
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Supportive Tools for
Collaboration and Transparency
As employees had to work remotely, we suddenly realized how
untransparent our working environment is
When the need for FAST Technology Delivery went CRAZY - there simply
was no time to gather relevant & updated data from a variety of systems
Most of the organizations lack simple tools that support collaboration
and productivity
59. 59
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
People (in the field) must update data constantly:
• For management so they can have an
accurate picture of what's going on
• Instead of using the data for their own purposes
60. Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
60
ERP for IT didn’t really happen
ERP
Budgets PPM
Demands
Excel
IT Plan
ALM
Development
Service Desk
Incidents
BI
Dashboard
Traditional PPM tools weren't built for the AGILE, DIGITAL Era,
nor are they cloud native
Traditional PPM tools weren't built for the AGILE, DIGITAL Era,
nor are they cloud native
61. 61
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Cloud,
Platforms and
Automation
61
63. 63
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Culture of Trust and Transparency through
Empowering People
Team psychological safety - is the belief by its members that
interpersonal risk taking is safe.
Psychological safety is critical for building trust, and trust is
critical for high performance
Transformation is hard on employees. It pushes them out of their comfort
zone and forces them to adopt unfamiliar processes. They can feel exposed,
uncertain and resistant. Steps need to be taken to turn this around and bring
out the best in people. They need to feel motivated and inspired to stretch
their capabilities and try new things
64. 64
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
At the heart of Adaptive Organization is
upskilling, nurturing and empowering people
Within a responsive, learning
culture, teams understand that
product development is a
journey, where new learnings
are assimilated and embedded,
not a one-off project handed
over for someone else to manage
and maintain
Autonomous and
empowered teams begin
to make decisions on a
more regular basis, instead
of deferring responsibility to
others
Allowing people to take
risks, while minimizing the
blast radius when things go
wrong, is a defining feature
of an adaptive organization
Value-based,
respectfully trusted
organization, where
people are related to
organizational values
and want to contribute
66. 66
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
It’s not enough to excel at a steady state
• IT organizations also need to respond to
disruptions
• A major disruption implies that what worked
so far is not going to work anymore and the
organization needs a new playbook
• It’s all about a shock to the system, not
necessarily predicted, that requires a new
approach to how the organization operates.
Disruption 2022 (Digital) Transformation
Disruption is that moment when your organization
was just punched in the mouth and needs a plan
67. 67
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
DIGITAL
The ability to bring our lives together using bits. It is the ability of
people to represent, arrange, and process the real world through bits.
DIGITAL LITERACY ?
Learning how to work in a digital environment where processes, communication
and access to information are done through digital technologies and tools. The
backbones are data, automation, internet of things (IoT), cloud,
artificial intelligence (AI) and communication technologies.
DIGITAL TRANSFORMATION ?
Human-Machine Teams change the enterprise’s DNA by revisiting
INTERACTIONS (employee & customer) and adding value to them.
IF it’s just another project, it’s not part of the new DIGITAL DNA
WHAT DO WE MEAN WHEN WE SAY
68. 68
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
If HUMAN COGNITION was
the major factor that led to
the development of
humankind
then the ability of
AI-machines to perform
human cognition together
with the ability of
Human-Machine Team
to learn and think together
is THE basis for the new
DIGITAL WORLD
70. 70
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
MOST institutions were only “faking digital”
• Requiring same steps that were required in the past
• Offering the same products offered for decades
• Viewing the same customer journey (series of linear
steps on single channels).
Example:
1.- SAME_SAME was met: deposit checks remotely,
transfer funds between accounts, pay for goods and services
without cash or plastic and even open new accounts.
2.- The problem was: It is not like ordering a movie on
Netflix, buying on Amazon, having a meeting on Zoom or
listening to a podcast or music on Spotify or iTunes.
Pre-2020 DIGITAL
71. 71
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Supplement or replace “basic”
legacy processes
HYPER-PERSONALIZED
business applications &
concierge-based services
72. 72
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Let’s not confuse
Digital Modernization pre-2020 with Digital Transformation 2022
DIGITAL MODERNIZATION pre-2020 is
the practice of upgrading or adopting new
technology to meet the needs of today. Some
people would call it “Faking Digital”
DIGITAL TRANSFORMATION 2022 is
the adoption of ADAPTIVE TECHNOLOGIES
that support the disruption in the
organization’s legacy business model and
changing DNA-culture at all levels.
digital
transformation
digital
modernization
73. 73
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Digital Transformation 2022
is all about how management applies
ADAPTIVE technologies to deliver:
HYPER-PERSONALIZED
business applications and
concierge-based services
shifting to this model requires
organizations to adopt passion around
Human - Machine Teams
as part of the DNA-culture at all levels
74. 74
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Digital identity, enhanced privacy and zero trust security
Open & Contextual Integration IT (APIs, microservices)
Hybrid cloud (operations, development and delivery), implementation of
SaaS solutions, hyper automation
Artificial Intelligence (AI) data-based insights, predictive and self-service
analytics
Center Office , Personalized (PBC) Business Capabilities (processes and
analytics), citizen develop tools
Final Digital (Personalized) Hop (FDH) Platforms, digital magic moments
Embed FDHs in personalized journeys of the enterprise or other partners’ journey/
applications
74
75. 75
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Digital identity, enhanced privacy and zero trust security
Open & Contextual Integration IT (APIs, microservices)
Hybrid cloud (operations, development and delivery), implementation of
SaaS solutions, hyper automation
Artificial Intelligence (AI) data-based insights, predictive and self-service
analytics
Center Office , Personalized (PBC) Business Capabilities (processes and
analytics), citizen develop tools
Final Digital (Personalized) Hop (FDH) Platforms, digital magic moments
Embed FDHs in personalized journeys of the enterprise or other partners’ journey/
applications
75
76. 76
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
After a full year of the COVID-19 pandemic, the first six
months of 2021 saw unprecedented turnover in the
Israeli IT labor market.
And with every individual that leaves an organization, a
ripple begins – affecting both operations and
professional knowledge.
CoE tries to safeguard organizations’ knowledge
and minimize loss from employee turnover.
77. 77
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
What Is a CoE?
Competency or capability center run by experts from multiple disciplines
helping companies to adopt new technologies and reach goals faster and more efficiently
CoE is an adhoc group of experts working on primarily on
projects, but part-time to establish organizational
excellence:
• best practices,
• leadership,
• research,
• training,
• support for a subject area.
Neither a physical center nor a business department
78. 78
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Why CoE?
The CoE's goal is to learn from mistakes and
missteps, find best practices, and share those
practices with other departments
In addition to employee turnover, most teams in
complex organizations work in silos without sharing
knowledge among one another despite the growth of
their skills.
* CoE should have a Knowledge Management tool
79. 79
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Literacy
Set an unify organizational
language on a specified area
Standards
Best practices, guidelines
and methodologies
Architecture
Standardize and organize IT infrastructure
to aligns with business goals
Tools
Tools standardization
Governance
Define success criteria,
KPIs for projects
Use Cases Identification
and Prioritization
Oversee projects, leverage synergy
Skills
Forecasting, including training
guidance and sourcing
Processes
Including implementation
and change mng
CoE
Center of Excellence
CoE is an enabler, not a controller or a doer itself
80. 80
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
• Outdated infrastructure (software/ hardware)
• Outdated software (several versions behind
latest vendor version)
• ERP and/or CRM
• Core systems based on outdated
technologies (not in itself broken systems)
but are critical to day-to-day operations
• Outdated data management tools (ETL, DW,
BI)
• Inability to integrate applications or
processes (in-house or partners)
• Missing documentation
• Un-commented configuration
• Un-documented code changes
Maybe (only maybe) you have:
81. 81
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
81
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
82. Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
RETHINKING
ORGANIZATIONAL APPLICATIONS
Adaptive IT emerges as a top objective
for organizations.
Ad-hoc composable organizational
applications evolve from the more static
application world (with technical debt).
82
83. 83
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
ADAPTIVE IT might resemble a
collection of small systems and services
Composable Organizational Applications
driving adaptiveness, differentiation, resilience,
speed-to-market and agility
It’s a big change from the
static-business processes
(older front-end and back-end applications full of
technical debt) that prevented companies from
quickly adapting
83
84. 84
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
CENTER OFFICE
What is it? • Adaptive Composable
Organizational Application Platforms
are at the heart of CENTER OFFICE
• Shifting from a back office, order-
taking mentality to a center office lens
requires a shift FROM executing
transactions and tasks TO delivering
business outcomes and value
• Putting the customer/user at the
heart of everything and intimately
understanding their needs, wants, and
pain points is integral to the center
office shift.
84
85. 85
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Adaptive Composable Organizational Application
Platform
85
86. 86
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
PBCs are part of the Adaptive Composable
Organizational Application Platform
Each PBC has a discrete set of capabilities that
can be deployed independently
Some PBC can provide more than one capability.
Others connect to several (one PBC might relate
to content management and another to analytics)
PBCs work successfully with legacy applications
by using event-driven integrations or APIs.
Personalized (PBC) Business Capabilities
What is it?
86
87. 87
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
What do I mean when I say
“hyper-personalized” services ?
• Buying a whole record to listen a song I
like
• Buying many records in order to make a
personalized record
• Buying only songs that I like and playing
in the order I want
• Music as a Service allows me to hear
songs, I knew I liked and songs the MaaS
(AI) thinks I will like
88. 88
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Examples of Personalized (PBC) Business Capabilities
• Full business processes (not supported
by enterprise systems)
• Modules of business processes
• Querying DB for specific information
• Analytical computations of business
processes
• IoT queries, etc
ERP
88
89. 89
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
CORE Business
Application A
ERP Application
Business Partner
Integrated Application
CORE Business
Application B
CRM Application
LEGACY SYSTEMS What do PBC applications look like
What do PBC applications look like
Business Partner
Integrated Application
Business Partner
Integrated Application
Business Partner
Integrated
Applications
90. 90
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Concierge-based
hyper-personalization
services for
customers and
employees
91. 91
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
“We see our customers as invited guests to a party, and we
are the hosts. It’s our job every day to make every important
aspect of the customer experience a little bit better”
Jeff Bezos, CEO, Amazon
A product-only approach will fall short because transformation
is about giving service to people.
Transformation is multi-faceted, and a successful solution will
combine technology and services.
Suneet Dua, CRO, PwC
92. 92
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Pre-covid19 personalization had a macro impact
on the customer and employee experience.
Hyper-personalization expands to help companies
connect with customers and employees in the micro
(magic) moments.
Concierge hyper-personalization services takes
another step by offering and giving special services to
customers and employees. Now each of a company’s
customers and employees can have a unique
conversation and service.
93. 93
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Journey part a
-”experiences that focus
on transactional
efficiency are no longer
main differentiators.
Solving customer
problems and
developing a hyper-
personalized service (at
the right moment) is
now essential for
success”-
THREE BOOKS
94. 94
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
A new economic era (FINALLY) in which all
businesses must orchestrate memorable
events for their customers and employees,
and that memory itself becomes the product.
Commodities, goods including services are
external to the buyer, experiences are
inherently personal, existing only in the mind
of an individual who has been engaged
Concierge Hyper-Personalized Services
are customer and employee
“personal experiences”
WHAT DO WE MEAN BY EXPERIENCE ECONOMY?
95. 95
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
The Mobile Mind Shift (2012) :
from transactional efficiency to moments
95
processes & data
processes & data
moments
moments
96. 96
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Delivering a Superior
Customer Experience
Concierge-based hyper-personalization services
are a part of a world where applications are
powered by artificial intelligence (AI) and
connected to a customer’s complete past history.
These applications can anticipate just what a
customer WOULD LIKE TO DO
They are transforming the business world
with efficient, SCALABLE SERVICES
that are available 24/7 and getting
smarter every day.
97. 97
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
CONCIERGE-BASED HYPER-PERSONALIZATION SERVICES
What is it?
helps companies connect with
customers & employees in specific
micro (magic) moments. allowing
them to offer each user a service that
fits their individual needs.
Users are not groups of
micro-segments, they’re
individual people with specific
needs.
Adaptive Composable Organizational Applications
98. 98
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
will assist users (customers or
employees) with personalized services
making tasks like:
scheduling meetings, car and home alarm
emergencies, shopping and meal (ecommerce)
recommendations, loan restaurant reservations,
arranging spa service, recommending places to
visit, booking transportation, lining up tickets
for concerts or special events, planning a
holiday trip, etc.
CONCIERGE SERVICES will do work for us
99. 99
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
1.Has to be embedded in the
customer/ employee journey and
appear at just the right “Magic
Moment”
2.The app has to deliver a “hyper-
personalized service” which is
equivalent to what a concierge
would do
Two parts needed so that the “Concierge-based
Hyper-personalized Service” will be a success:
magic
moment
100. 100
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
• Kangaroos usually hop fast at about
25kph, though they can reach 70kph
over short distances, covering as much
as 9m in a single hop.
• Hopping allows them to move quickly
over any surface, no matter how rough,
steep or uneven.
• Hopping uses less energy than four-
legged running at the same speed.
• Kangaroo’s hop gives an amazing
ability to turn quickly! They can achieve
a 180 degree turn in a single hop.
The Kangaroo Hop
101. 101
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
The Final Digital (Personalized) Hop Platforms
(FDH Platforms)
• FDH is a “composable” transformation
platform
• It is highly efficient and easy to pivot
(change)
• Integrates and orchestrates all
technologies that enterprises need
• FDH gives enterprises the ability to
deliver “FAST” and “efficiently” while still
using older CORE, ERP, CRM data and
processes
101
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Final Digital (Personalized) Hop Platforms (FDH)
102. 102
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
CORE Business
Application A
ERP Application
Concierge hyper-
personalization
services application
IoT platform
CORE Business
Application B
CRM Application
Event
notification
HYPER-
PERSONALIZATION
AI Analytics
LEGACY SYSTEMS
Final
Digital
FDH
Hop
APP
What does a FDH application look like
What does a FDH application look like
103. 103
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
EXAMPLES of FDH applications
EXAMPLES of FDH applications
104. 104
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Example of Concierge Hyper-Personalized Personalization Services
Example of Concierge Hyper-Personalized Personalization Services
I walk nearly everyday (around 11
km) at the beach.
I leave home around 4:00 am
But:
1. In order to leave the Moshav I
must open the gate first
2. On my way I speak (FaceTime)
with my mother (Miami, Florida)
Every morning when I close the
door and set the alarm a specific
micro (magic) moment occurs:
SIRI iPhone gives me a “service”:
sets the apps that I need in the
order that I need
106. 106
Copyright@STKI_2021 Do not remove source or attribution from any slide, graph or portion of graph
Beeline software embedded in real-estate apps links directly
to a user’s personal bank, employment and pay information,
tax history, and then utilizes machine learning to create a
“service” that gives Same day “purchase-ready” approval