By 9.30am today I will have skyped Malawi, emailed Ghana, Facebooked Nepal, paid a bill online and used the satnav on my mobile phone. It feels a long time since we first got colour TV at home and, years later, when I accessed the internet using a dial-up modem. When I recalled these moments to my son he yawned. Aged, 19, he doesn’t remember a time before ubiquitous connectivity.
According to a new report from the World Bank, more than 40% of the global population now has internet access. On average, eight in ten people in the developing world own a mobile phone. Even in the poorest 20% of households this number is nearly seven in ten, making cellphones more prevalent than toilets or clean water.
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Showing posts with label reports. Show all posts
Showing posts with label reports. Show all posts
Thursday, 4 February 2016
Tuesday, 19 January 2016
Magic Quadrant for Identity and Access Management as a Service, Worldwide
A vendor in the identity and access management as a service (IDaaS) market delivers a predominantly cloud-based service in a multitenant or dedicated and hosted delivery model that brokers core identity governance and administration (IGA), access and intelligence functions to target systems on customers' premises and in the cloud.
This Magic Quadrant rates vendors on their ability to be global, general-purpose identity and access management (IAM) service providers for multiple use cases. The vendors in this Magic Quadrant must provide some level of functionality in all of the following IAM functional areas:
IGA: At a minimum, the vendor's service is able to automate synchronization (adds, changes and deletions) of identities held by the service or obtained from customers' identity repositories to target applications and other repositories. The vendor also must provide a way for customers' administrators to manage identities directly through an IDaaS administrative interface, and allow users to reset their passwords. In addition, vendors may offer deeper functionality, such as supporting identity life cycle processes, automated provisioning of accounts among heterogeneous systems, access requests (including self-service), and governance over user access to critical systems via workflows for policy enforcement, as well as for access certification processes. Additional capabilities may include role management and access certification.
Access: Access includes user authentication, single sign-on (SSO) and authorization enforcement. At a minimum, the vendor provides authentication and SSO to target applications using Web proxies and federation standards. Vendors also may offer ways to vault and replay passwords to get to SSO when federation standards are not supported by the applications. Most vendors offer additional authentication methods.
Identity log monitoring and reporting: At a minimum, the vendor logs IGA and access events, makes the log data available to customers for their own analysis, and provides customers with a reporting capability to answer the questions, "Who has been granted access to which target systems and when?" and "Who has accessed those target systems and when?"
This Magic Quadrant rates vendors on their ability to be global, general-purpose identity and access management (IAM) service providers for multiple use cases. The vendors in this Magic Quadrant must provide some level of functionality in all of the following IAM functional areas:
IGA: At a minimum, the vendor's service is able to automate synchronization (adds, changes and deletions) of identities held by the service or obtained from customers' identity repositories to target applications and other repositories. The vendor also must provide a way for customers' administrators to manage identities directly through an IDaaS administrative interface, and allow users to reset their passwords. In addition, vendors may offer deeper functionality, such as supporting identity life cycle processes, automated provisioning of accounts among heterogeneous systems, access requests (including self-service), and governance over user access to critical systems via workflows for policy enforcement, as well as for access certification processes. Additional capabilities may include role management and access certification.
Access: Access includes user authentication, single sign-on (SSO) and authorization enforcement. At a minimum, the vendor provides authentication and SSO to target applications using Web proxies and federation standards. Vendors also may offer ways to vault and replay passwords to get to SSO when federation standards are not supported by the applications. Most vendors offer additional authentication methods.
Identity log monitoring and reporting: At a minimum, the vendor logs IGA and access events, makes the log data available to customers for their own analysis, and provides customers with a reporting capability to answer the questions, "Who has been granted access to which target systems and when?" and "Who has accessed those target systems and when?"
Connecting Companies: Strategic Partnerships for the Digital Age
Connecting companies: Strategic partnerships for the digital age is a report from The Economist Intelligence Unit (EIU), sponsored by Telstra. It is designed to guide senior executives through the global trend for digital partnerships between organisations, which are connecting regions, crossing industries and linking generations. Specific industry analysis can be found in separate briefings that accompany this report.
This report draws on two main sources for its research and findings:
In June 2015 The Economist Intelligence Unit surveyed 1,044 senior business leaders, half (51%) of whom are C-level executives or board members.
Digital technology is blurring the distinctions between companies and industries as we know them. “Offline” companies in older industries – those that came to the Internet later in life – are looking to develop digital capabilities by partnering with those that have perfected them. Native online companies, for their part, are learning to value the product and service expertise of offline firms as they attempt to turn rapid growth into mature, profitable and sustainable business models – or simply to survive. The result is the rise of digital partnerships.
The form of these digital partnerships ranges from contract-based alliances between two or three players to cross-industry networks and large, loosely organised, ecosystems based on a dominant technology platform. The early adopters already have multiple digital partners and some belong to more than one form of partnership. Many others, meanwhile, are intent on catching up. Private-sector organisations tend to dominate these partnerships, although the prominence of state-owned enterprises in Asia points to closer government involvement over time.
This report finds that the growing trend for digital partnerships is already having a measurable impact for the organisations involved in them. One-half of the 1,044 executives surveyed by The Economist Intelligence Unit for this study believe that their digital partnerships have proven their value “beyond doubt”. Expectations for the future are even grander. Key findings from the research include the following:
This report draws on two main sources for its research and findings:
In June 2015 The Economist Intelligence Unit surveyed 1,044 senior business leaders, half (51%) of whom are C-level executives or board members.
Geography: Survey respondents come from across the world, with 48% based in the Asia-Pacific region; 33% in Europe, the Middle East and Africa; and 19% in the Americas. There is a minimum of 75 respondents from each of the following countries: China, France, Germany, India, Indonesia, Japan, the UK and the US.
Industry: A total of 20 industries are represented in the survey with at least 80 respondents coming from each of the following six industries: entertainment, media and publishing; financial services; healthcare; IT & technology; manufacturing; and professional services.
Company size: The sample is evenly split between firms with annual revenue over US$500m and below US$500m.
Alongside the survey, The Economist Intelligence Unit conducted a series of in-depth interviews with the senior executives and experts
Executive Summary:
Industry: A total of 20 industries are represented in the survey with at least 80 respondents coming from each of the following six industries: entertainment, media and publishing; financial services; healthcare; IT & technology; manufacturing; and professional services.
Company size: The sample is evenly split between firms with annual revenue over US$500m and below US$500m.
Alongside the survey, The Economist Intelligence Unit conducted a series of in-depth interviews with the senior executives and experts
Executive Summary:
Digital technology is blurring the distinctions between companies and industries as we know them. “Offline” companies in older industries – those that came to the Internet later in life – are looking to develop digital capabilities by partnering with those that have perfected them. Native online companies, for their part, are learning to value the product and service expertise of offline firms as they attempt to turn rapid growth into mature, profitable and sustainable business models – or simply to survive. The result is the rise of digital partnerships.
The form of these digital partnerships ranges from contract-based alliances between two or three players to cross-industry networks and large, loosely organised, ecosystems based on a dominant technology platform. The early adopters already have multiple digital partners and some belong to more than one form of partnership. Many others, meanwhile, are intent on catching up. Private-sector organisations tend to dominate these partnerships, although the prominence of state-owned enterprises in Asia points to closer government involvement over time.
This report finds that the growing trend for digital partnerships is already having a measurable impact for the organisations involved in them. One-half of the 1,044 executives surveyed by The Economist Intelligence Unit for this study believe that their digital partnerships have proven their value “beyond doubt”. Expectations for the future are even grander. Key findings from the research include the following:
- Accessing the connected customer is core to the digital-partnership strategy
- Executives embrace “strength-in-numbers” to manage change
- Companies have high expectations of digital partnerships, but patience is required
- Speed and specialisation are set to promote growth of cross-industry ecosystems
- Traditional companies are learning how to share information, but some walls remain
- Digital natives are joining partnerships for profit, not philanthropy
- People and geography matter, as long-distance relationships prove difficult
- The popularity of APIs foretells the rise of collaborative innovation
- Today’s digital partnerships point to bigger changes to come
The Future of Jobs
The Fourth Industrial Revolution, which includes developments in previously disjointed fields such as artificial intelligence and machine-learning, robotics, nanotechnology, 3-D printing, and genetics and biotechnology, will cause widespread disruption not only to business models but also to labour markets over the next five years, with enormous change predicted in the skill sets needed to thrive in the new landscape.
This is the finding of a new report, The Future of Jobs, published today by the World Economic Forum.
Executive Summaries
This is the finding of a new report, The Future of Jobs, published today by the World Economic Forum.
Executive Summaries
Friday, 14 August 2015
National Employability Report - Engineers Annual Report 2014
The National Employability Report - Engineers,2014 is an analytical study of the employability quotient of Indian engineers. It has over the years become an authoritative source for employability statistics for engineers and an auditory mechanism for higher education. The present report aims to delve further into the employability situation and also focuses on job aspirations of engineers. It also aims to understand what factors apart from merit influence employability outcomes.
Download the report
Download the report
Tuesday, 30 June 2015
Connecting talent with opportunity in the digital age
Labor markets around the world haven’t kept pace with rapid shifts in the global economy, and their inefficiencies have taken a heavy toll. Millions of people cannot find work, even as sectors from technology to healthcare struggle to fill open positions. Many who do work feel overqualified or underutilized. These issues translate into costly wasted potential for the global economy. More important, they represent hundreds of millions of people coping with unemployment, underemployment, stagnant wages, and discouragement.
Online talent platforms can ease a number of labor-market dysfunctions by more effectively connecting individuals with work opportunities. Such platforms include websites, like Monster.com and LinkedIn, that aggregate individual résumés with job postings from traditional employers, as well as the rapidly growing digital marketplaces of the new “gig economy,” such as Uber and Upwork. While hundreds of millions of people around the world already use these services, their capabilities and potential are still evolving. Yet even if they touch only a fraction of the global workforce, we believe they can generate significant benefits for economies and for individuals
In this McKinsey Global Institute report, A labor market that works: Connecting talent with opportunity in the digital age, the current state of employment and the impact these digital platforms could have been examined.
Get the report
Online talent platforms can ease a number of labor-market dysfunctions by more effectively connecting individuals with work opportunities. Such platforms include websites, like Monster.com and LinkedIn, that aggregate individual résumés with job postings from traditional employers, as well as the rapidly growing digital marketplaces of the new “gig economy,” such as Uber and Upwork. While hundreds of millions of people around the world already use these services, their capabilities and potential are still evolving. Yet even if they touch only a fraction of the global workforce, we believe they can generate significant benefits for economies and for individuals
In this McKinsey Global Institute report, A labor market that works: Connecting talent with opportunity in the digital age, the current state of employment and the impact these digital platforms could have been examined.
Get the report
Saturday, 4 January 2014
Intelligent manufacturing: Targeting better energy efficiency
As policy makers, business and society tackle the complex challenges around climate change, industry is increasingly coming under the spotlight. Manufacturing activities account for around one-third of the world’s total final energy demand; as populations continue expanding and living standards continue rising, industrial demand for energy is set to grow further. Targeting better industrial energy efficiency—first and foremost the efficiency of the manufacturing processes at the core of industry—is the most effective lever available to curb industrial energy consumption.
The main findings of the research are:
Industry executives say better energy efficiency is critical to their businesses and will be critical in the coming two decades.
Growing numbers of companies are seeing energy efficiency as a key part of their efforts to promote sustainability.
More and more firms are investing in efficient lighting, heating, and air conditioning—but the proportion investing in efficient plant and equipment remains static.
Although barriers to investment in energy efficiency remain, they appear to be lifting for some companies.
Industry is embracing better practices around energy management.
Regulatory pressure on industry will further intensify in the coming years.
Innovations in process design and execution will also promote better energy efficiency in the future.
The key to improved energy efficiency will increasingly lie in software rather than in hardware.
Download the full report
The main findings of the research are:
Industry executives say better energy efficiency is critical to their businesses and will be critical in the coming two decades.
Growing numbers of companies are seeing energy efficiency as a key part of their efforts to promote sustainability.
More and more firms are investing in efficient lighting, heating, and air conditioning—but the proportion investing in efficient plant and equipment remains static.
Although barriers to investment in energy efficiency remain, they appear to be lifting for some companies.
Industry is embracing better practices around energy management.
Regulatory pressure on industry will further intensify in the coming years.
Innovations in process design and execution will also promote better energy efficiency in the future.
The key to improved energy efficiency will increasingly lie in software rather than in hardware.
Download the full report
Voke Research: Market Snapshot Report - Service Virtualization
This report reveals the findings of an in-depth survey of 192 Software Development Leaders from all industries of enterprise and the major challenges and business impact of their Software Development, Testing and Deployment constraints.
More specifically the research highlights:
The 8 market forces intensifying the challenge every day
The 5 major reasons that cause software delays
The key IT and business benefits of eliminating constraints
How to assess Service Virtualization technology and build a Business Case
Download the full report
More specifically the research highlights:
The 8 market forces intensifying the challenge every day
The 5 major reasons that cause software delays
The key IT and business benefits of eliminating constraints
How to assess Service Virtualization technology and build a Business Case
Download the full report
Redefining the digital divide
Access to the Internet has greatly expanded and the focus should now be on the willingness and ability of citizens to use it for productive purposes, according to a new report “Redefining the digital divide” published by The Economist Intelligence Unit. Current strategies for overcoming the digital divide do not necessarily address the underlying gaps such as affordability, usage and relevance of content, with country approaches varying significantly in terms of leadership, funding and technologies. The report, commissioned by Huawei, compares the strategies of Australia, France, India, Russia, the UK and the US. It includes a survey of 218 telecommunications industry executives and government policymakers.
The report’s key findings include:
Affordability remains a key obstacle to ICT adoption;
The urban/rural divide is a key concern, particularly the need for greater speeds outside major urban areas;
Policymakers and telecommunications executives are sharply divided on the key obstacles to solving the divide;
Funding is the biggest area of disagreement between the industry and policymakers; and
Competition is crucial but regulation is equally important.
Download the full report
The report’s key findings include:
Affordability remains a key obstacle to ICT adoption;
The urban/rural divide is a key concern, particularly the need for greater speeds outside major urban areas;
Policymakers and telecommunications executives are sharply divided on the key obstacles to solving the divide;
Funding is the biggest area of disagreement between the industry and policymakers; and
Competition is crucial but regulation is equally important.
Download the full report
Wednesday, 9 October 2013
Going Deep on Big Data
Big data is transitioning from one of the most hyped and anticipated tech trends of recent years into one of the biggest challenges that IT is now trying to wrestle and harness.
ZDNet in this special report (consisting of 10 articles) examines the technologies and best practices for taking advantage of big data and provide a look at organizations that are putting it to good use.
Access the spl. report
Wednesday, 5 June 2013
Next Generation Networks
The rising tides of big data, video, and cloud computing are driving tremendous demand for faster and more efficient networks. TechRepublic and ZDNet delve into how things like software-defined networks (SDN) and new wireless technologies are enabling business transformation.
Access the special report
Access the special report
Friday, 24 May 2013
McKinsey on Sustainability & Resource Productivity
In the coming decades, demand for resources
is set to continue to rise precipitously even as
supply constraints multiply, posing challenges
for economic growth, the environment, and
social well-being. Yet many of these challenges
could be overcome if organizations were to
adopt existing technologies and approaches—and
invest in developing new ones—that improve
resource productivity and increase sustainability.
In launching McKinsey on Sustainability &
Resource Productivity, our goal is to serve as
a catalyst for action, presenting insights and
approaches that organizations can use to seize
the opportunity to transform how they manage
resources and drive sustainable growth.
Download the issue (3.3MB)
is set to continue to rise precipitously even as
supply constraints multiply, posing challenges
for economic growth, the environment, and
social well-being. Yet many of these challenges
could be overcome if organizations were to
adopt existing technologies and approaches—and
invest in developing new ones—that improve
resource productivity and increase sustainability.
In launching McKinsey on Sustainability &
Resource Productivity, our goal is to serve as
a catalyst for action, presenting insights and
approaches that organizations can use to seize
the opportunity to transform how they manage
resources and drive sustainable growth.
Download the issue (3.3MB)
Emerging trends in urban informatics
City administrators are using technology to help them better deliver services, improve planning processes, and increase public engagement.
In their efforts to manage cities more effectively and efficiently, many local administrations are turning to “urban informatics”—the use of information and communications technology to better understand metropolitan needs, challenges, and opportunities. Recently, we conducted research, supported by the Rockefeller Foundation, to determine which applications of urban informatics were being piloted around the world and what type of impact these efforts were having. We reviewed the published literature on the subject and interviewed more than 65 people in city government, academia, and the technology industry. Based on our analysis of 200 deployments, we have grouped these applications into three general categories:
Using existing city data to improve service delivery;
Building new data for better operational and planning decisions; and
Increasing public engagement to improve problem solving.
Download the whitepaper
In their efforts to manage cities more effectively and efficiently, many local administrations are turning to “urban informatics”—the use of information and communications technology to better understand metropolitan needs, challenges, and opportunities. Recently, we conducted research, supported by the Rockefeller Foundation, to determine which applications of urban informatics were being piloted around the world and what type of impact these efforts were having. We reviewed the published literature on the subject and interviewed more than 65 people in city government, academia, and the technology industry. Based on our analysis of 200 deployments, we have grouped these applications into three general categories:
Using existing city data to improve service delivery;
Building new data for better operational and planning decisions; and
Increasing public engagement to improve problem solving.
Download the whitepaper
Education to Employment: Designing a system that works
Around the world, governments and businesses face a conundrum: high levels of youth unemployment and a shortage of job seekers with critical skills. How can a country successfully move its young people from education to employment? What are the challenges? Which interventions work? How can these be scaled up? These are the crucial questions.
Download the report
Read the case studies
Transforming learning through mEducation
Read the whitepaper on mLearning / mEducation
Download the report
Read the case studies
Transforming learning through mEducation
Read the whitepaper on mLearning / mEducation
The social economy: Unlocking value and productivity through social technologies
In a few short years, social technologies have given social interactions the speed and scale of the Internet. Whether discussing consumer products or organizing political movements, people around the world constantly use social-media platforms to seek and share information. Companies use them to reach consumers in new ways too; by tapping into these conversations, organizations can generate richer insights and create precisely targeted messages and offers.
To reap the full benefit of social technologies, organizations must transform their structures, processes, and cultures: they will need to become more open and nonhierarchical and to create a culture of trust. Ultimately, the power of social technologies hinges on the full and enthusiastic participation of employees who are not afraid to share their thoughts and trust that their contributions will be respected. Creating these conditions will be far more challenging than implementing the technologies themselves.
Download the full report (4MB)
To reap the full benefit of social technologies, organizations must transform their structures, processes, and cultures: they will need to become more open and nonhierarchical and to create a culture of trust. Ultimately, the power of social technologies hinges on the full and enthusiastic participation of employees who are not afraid to share their thoughts and trust that their contributions will be respected. Creating these conditions will be far more challenging than implementing the technologies themselves.
Download the full report (4MB)
Big data: The next frontier for innovation, competition, and productivity
The amount of data in our world has been exploding, and analyzing large data sets—so-called big data—will become a key basis of competition, underpinning new waves of productivity growth, innovation, and consumer surplus, according to research by MGI and McKinsey's Business Technology Office. Leaders in every sector will have to grapple with the implications of big data, not just a few data-oriented managers. The increasing volume and detail of information captured by enterprises, the rise of multimedia, social media, and the Internet of Things will fuel exponential growth in data for the foreseeable future.
Download the full report (6MB)
Download the full report (6MB)
Internet matters: The Net's sweeping impact on growth, jobs, and prosperity
The Internet is a vast mosaic of economic activity, ranging from millions of daily online transactions and communications to smartphone downloads of TV shows. But little is known about how the web in its entirety contributes to global growth, productivity, and employment.
These (the report) findings suggest that corporate leaders will need to sharpen their focus on the opportunities the Internet offers for new products and expanded customer reach. Companies should also pay attention to how quickly Internet technologies can disrupt business models by radically changing markets and driving efficiencies. Public-sector leaders ought to promote broad access to the Internet, since Internet usage, quality of infrastructures, and Internet expenditure are correlated with higher growth in per capita GDP. For governments, investments in infrastructure, human capital, financial capital, and business environment conditions will help strengthen their Internet supply domestic ecosystems.
Download the full report (2MB)
These (the report) findings suggest that corporate leaders will need to sharpen their focus on the opportunities the Internet offers for new products and expanded customer reach. Companies should also pay attention to how quickly Internet technologies can disrupt business models by radically changing markets and driving efficiencies. Public-sector leaders ought to promote broad access to the Internet, since Internet usage, quality of infrastructures, and Internet expenditure are correlated with higher growth in per capita GDP. For governments, investments in infrastructure, human capital, financial capital, and business environment conditions will help strengthen their Internet supply domestic ecosystems.
Download the full report (2MB)
China’s e-tail revolution
Almost overnight, China has become the world’s second-largest e-tail market, with estimates as high as $210 billion for revenues in 2012 and a compound annual growth rate of 120 percent since 2003. The country’s retail sector already is among the most wired anywhere—e-tailing commanded about 5 to 6 percent of total retail sales in 2012, compared with 5 percent in the United States—while it is distinctly different from that of other countries. Only a small portion of Chinese e-tailing takes place directly between consumers and retailers, whether online pure plays or brick-and-mortar businesses on retailers’ own Web sites. Instead, most occurs on digital marketplaces. What’s more, Chinese e-tailing is not just replacing traditional retail transactions but also stimulating consumption that would not otherwise take place. Finally, e-tailing may catalyze a “leapfrog” move by the broader retail sector, putting it on a fast track to a more digital future. These are among the key findings of China’s e-tail revolution: Online shopping as a catalyst for growth, a new report by the McKinsey Global Institute.
Download the full report (3MB)
Download the full report (3MB)
Thursday, 23 May 2013
Report: Software & Information Industry Association's Vision from the Top
The Software & Information Industry Association’s Vision from the Top is a collection of interviews with SIIA member executives running some of the most exciting technology companies today. New technology trends are rapidly transforming our industry, making this one of the most exciting times in technology evolution. Our goal for this book is to provide insights into some of the challenges brought on by these new technology trends and how successful companies are addressing these challenges to continue on a path of solid growth. We also look at how these trends are, not only affecting business today, but also what they will mean for the future of our industry. To do this, we took the pulse of SIIA member executives driving innovative technology businesses. This publication offers the collective wisdom of 41 SIIA member executives. In less than 30 minutes, you can formulate your own opinion based on an examination of their points of view.
Friday, 12 April 2013
Tech Trends 2013: Elements of post digital (Deloitte’s Annual Technology Trends)
Deloitte’s annual Technology Trends report examines the ever-evolving landscape of technology put to practical business use. Once again, we’ve selected 10 trends that we believe have the opportunity to impact business over the next 18 to 24 months.
This year’s theme, Elements of postdigital, looks more deeply into the five forces of postdigital enterprise that we introduced last year: analytics, mobile, social, cloud and cyber. As we have worked more deeply with these elements of postdigital, we’ve discovered that the formulae of these combined elements are likely to have the most significant impact on business.
Our 2013 trends are grouped into two categories:
Disruptors are opportunities that can create sustainable positive disruption in IT capabilities, business operations, and sometimes even business models.
CIO as the Postdigital Catalyst
Mobile Only (and beyond)
Social Reengineering by Design
Design as a Discipline
IPv6 (and this time we mean it)
Enablers are technologies in which many CIOs have already invested time and effort, but which warrant another look because of new developments or opportunities.
Finding the Face of Your Data
Gamification Goes to Work
Reinventing the ERP Engine
No Such Thing as Hacker-proof
The Business of IT
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