International Procurement Operations (IPOs) are the nerve centers of decision-making for efficient global procurement operations. Expansion into low-cost countries brings within the fold of an extended enterprise a coalition of suppliers, buyers and logistics companies who can be more productive when they work in concert. IPOs forge a network, whose members are initially tenuously tied to each other by their transactions, into an interconnected global procurement network joined together by long-term relationships. The several poles of decision-making local to a department, business unit or geography are merged into a synchronized management process that spans the global procurement network.

The tsunamis of financial risk Pension funds are facing the prospect of an exponential increase in withdrawals from retiring subscribers -- despite the shrinking value of their asset base. In this scenario, hedge funds provide a powerful tool for effective liability hedging. Pension funds are looking for the last hope to cover for their unfunded liabilities.

Customers can now see that the early CRM technologies had a modest objective of accumulating transaction data. The truth is that the “irrational optimism” about CRM clouded judgments in the 1990s. The “irrational pessimism” that ensued missed the promise of CRM, i.e., the ground had been prepared for decision support solutions including predictive analytics.

Customers can now see that the early CRM technologies had a modest objective of accumulating transaction data. The truth is that the “irrational optimism” about CRM clouded judgments in the 1990s. The “irrational pessimism” that ensued missed the promise of CRM, i.e., the ground had been prepared for decision support solutions including predictive analytics.

Balanced scorecard

Autonomous business units within a larger corporation have a life of their own far removed from the efficiency concerns of headquarters. The balanced scorecard methodology lets enterprises delve deeper into financial numbers to understand the root causes of their performance. Enterprises want to share the information with their employees to pinpoint problems much faster and use actionable intelligence to correct errors.

Technological barriers to collaboration on the fly are beginning to be broken. On-premise video-conferencing solutions exist in the market today while mobile video-conferencing is in its infancy. Larger teams will need ability for point-to-multi-point video-conferencing solutions. A project manager, for example, will like to share visuals with multiple members of his team executing a task. Video conferencing is now possible with mobile devices and they can handle up to ten participants. Communications with multiple members of a team are likely to result in media clutter which can be reduced with selective role and context-specific distribution of content.

Read the full white paper here

Augmented reality is a looking glass into the reified world that it juxtaposes with the living reality as seen and felt. It enables us to superimpose data, imagery and video onto the real world we do see. Like the mythical blind men and the elephant, we misconstrue the world we see only partially from our angle of view. Augmented reality virtually completes the picture in an attempt to see the whole.

Click Here For The Full White Paper

Wider adoption of remote care is now possible with the panoply of technological tools now available such as sensors, medical devices, smart mobile devices and internet video. The sensors let doctors read vital signs from a distance, robots let them do hospital rounds more frequently without being present, video lets them see a patient in another location, smart mobile devices with embedded cameras let them track emergency situations in real time and internet connections let them download images from distant storage devices.

Read the full white paper here

Mobile Collaboration is the Future of Mobile Enterprise Applications and Systems.