P2070-071 exam Dumps Source : IBM Information Management Content Management OnDemand Technical Mastery Test
Test Code : P2070-071
Test designation : IBM Information Management Content Management OnDemand Technical Mastery Test
Vendor designation : IBM
: 38 real Questions
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IBM Corp. is stepping up its hybrid-cloud propel because it bids to turn into the go-to carrier issuer for companies that consume diverse public and private cloud structures.
the consume of “multiclouds” is becoming fairly ordinary, with the IBM Institute for business cost estimating that ninety eight p.c of sum companies will undertake hybrid guidance know-how architectures via 2021. companies are doing so in an exertion to snare capabilities of every cloud platform’s consuming capabilities, however they pan difficulties in doing so for want of consistent tools to maneuver and integrate distinct clouds.
That explains why IBM is including to its hybrid cloud paraphernalia and functions offerings. on the IBM believe convention in San Francisco today, the company introduced a recent Cloud Integration Platform that’s intended to obtain it less complicated to roll out utility applications across dissimilar clouds. It additionally introduced recent features to aid manage substances throughout cloud environments and secure the information and functions that reside in them.
The IBM Cloud Integration Platform serves as the leading basis of the enterprise’s recent hybrid cloud play, connecting applications, application and functions throughout public and personal clouds and on-premises programs. The platform offers integration paraphernalia for these apps which are attainable from a separate pile environment, which means that builders exigency to write, test and comfy their code simplest once before rolling it out to probably the most suitable cloud.
the recent platform is being offered alongside recent IBM services for cloud method and design. IBM is providing to aid agencies control IT substances across their hybrid cloud infrastructures. furthermore, IBM is launching a recent Cloud Advisory consulting carrier that goes even additional by means of assisting valued clientele architect their whole cloud strategies from nascence to conclusion. IBM famed groups will consume open and snug multicloud concepts and its Cloud Innovate formula and tools to steer customers with application development, migration, modernization and administration.
Naturally, security is another massive challenge for any enterprise adopting a multicloud strategy, and for that purpose IBM furthermore introduced recent services to assist guard cloud workloads. The IBM Cloud Hyper offer protection to Crypto provider provides encryption key administration by way of a committed cloud hardware security module according to FIPS 140-2 degree 4-primarily based technology.
“IBM is executing in its pivot in towards hybrid cloud offerings, in aggregate with the brand recent capabilities it receives from red Hat,” which it talked about remaining topple it could acquire in a $34 billion deal, spoke of Holger Mueller, most famous analyst and vice president of Constellation research Inc. “As such, IBM must create recent layers that abstract different public clouds and on-premises capabilities, and IBM Cloud Integration systems is doing precisely that. however to exist successful, organizations additionally want services, so IBM is adding these for the administration and operation of a multicloud environments.”picture: Abogawat/Pixabay since you’re perquisite here …
… We’d enjoy to Tell you about their mission and the way that you would exist able to assist us fulfill it. SiliconANGLE Media Inc.’s business model is in response to the intrinsic value of the content material, not advertising. not enjoy many on-line publications, they don’t possess a paywall or rush banner advertising, because they exigency to preserve their journalism open, devoid of move or the should chase site visitors.The journalism, reporting and commentary on SiliconANGLE — along with reside, unscripted video from their Silicon Valley studio and globe-trotting video groups at theCUBE — snare lots of arduous work, time and funds. holding the excellent tall requires the steer of sponsors who're aligned with their vision of ad-free journalism content.
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Perficient, Inc. PRFT, +0.19% (“Perficient”), a number one digital transformation consulting enterprise serving international 2000® and other giant enterprise clients perquisite through North the usa, announced it has been named IBM’s 2019 Watson Commerce company associate of the year. The IBM Excellence Award, announced sum over IBM’s PartnerWorld at contemplate 2019, recognizes Perficient’s ongoing boom and relationships with key customers, and concept management around the IBM Watson client date Commerce platform as an fundamental portion for digital transformation.
“Our method to commerce is concentrated on crafting a journey, connecting with customers, and delivering a seamless client event throughout channels and perquisite through the enterprise, imperatives in today’s client-pushed world,” famed Steve Gatto, country wide earnings director, Commerce options, Perficient Digital. “collectively, with their shoppers, we’re remodeling corporations in a means that now not best drives expand but strengthens their standard brand, and they invariably evolve their offerings to maintain valued clientele on the suitable of their online game. We’re honored to exist recognized via IBM, and we’re keen for sharing their innovative solutions sum over IBM believe 2019.”
Perficient Digital Takes Commerce solutions past Transactions to transform the client Lifecycle for a world diverse company
With branded manufacturers and distributors below pressure from the melodramatic shift to online buying, a world diverse manufacturer sought to digitally seriously change its commerce business. In partnership with Perficient Digital, both organisations delivered optimized consumer sales, up-to-date product suggestions (PIM), and streamlined the ordering process through pile of a B2B portal. With the implementation of IBM’s Sterling Order management system (OMS), and Perficient’s talents, the varied brand is future-proofing its enterprise to align with industry tendencies and market opportunities.
moreover, the company’s OMS will give them more advantageous flexibility in managing advanced order administration situations, greater reliability in order processing and fulfilment, and a cost discount in imposing throughout its commercial enterprise. it'll additional allow the organization to carry carrier enhancements to its customers, optimize its pricing, merchandising and proper deliver chain, expand income as a result of more desirable inventory visibility, and reduce fees through enhanced efficiencies in order visibility.
Perficient Digital Enhances the online client journey for a leading cloth Retailer
In a market that has traditionally trusted brick-and-mortar experiences, a number one textile and craft retailer was challenged with extending the client event online. Perficient partnered with the company to implement an IBM Watson Commerce reply that supplied up-to-date visibility of its stock and more advantageous monitoring of its product quantity, location, and availability. applying IBM Order administration, Perficient further enhanced the reply via cloud migration that presents a separate view of give and demand, orchestrates order success procedures throughout purchase on-line Pickup In shop (BOPIS) and Ship-from-shop (SFS), and empowers enterprise representatives to more advantageous serve customers each in designation centers and in-save engagements.
“Perficient has been deploying IBM Commerce solutions for almost 20 years, presenting end-to-end digital commerce solutions that embody assorted channels, and carry seamless and effectual experiences across their whole enterprise,” pointed out Sameer Peera, commonplace supervisor, Perficient’s commerce apply. “With the fresh tidings that HCL took over construction of IBM WebSphere Portal, IBM web content material administration and internet event manufacturing facility, their valued clientele proceed to engage us for assist with their digital commerce suggestions. We’re providential to exist their go-to accomplice as they navigate the altering market panorama and deliver for his or her clients.”
Perficient competencies in action at IBM contemplate 2019
apart from its award-profitable commerce reply competencies, Perficient experts are reachable during the IBM suppose 2019 convention in booth #320 to talk about its event and lore across the IBM portfolio , especially cloud, cognitive, facts, analytics, DevOps, IoT, content management, BPM, connectivity, commerce, mobile, and customer engagement.
whereas IBM has introduced its plans to sell its commerce portfolio, the tidings of its acquisition of red Hat additionally signaled the criticality cloud construction and start play in successful end-to-conclusion digital transformations. As an IBM global Elite companion, one among handiest seven companions with that status globally, and a pink Hat Premier companion, Perficient is neatly located to labor with each agencies through this transition. And, their consultants will exist accessible sum through IBM reckon to talk about how to navigate the cloud market, partake key customer success stories, and supply strategic competencies on the opportunities ahead for valued clientele.
“expertise is altering so impulsively, and enterprises should preserve tempo or pan disruption,” stated Hari Madamalla, vice president, emerging solutions, Perficient. “With talents and adventure in sum facets of the commerce experience, to leading cloud, hosting, managed features and aid solutions, agencies flip to Perficient as a go-to accomplice for their digital transformations.”
be portion of a yoke of Perficient belt bethink specialists and their customers as they latest throughout six IBM feel periods, together with:
As a Platinum IBM business companion, Perficient holds more than 30 awards throughout its 20-12 months partnership heritage. The enterprise is an award-profitable, certified utility value Plus reply company and one of the crucial few companions to regain hold of dozens of IBM expert degree software competency achievements.
For updates sum through the event and after, combine with Perficient experts on-line by way of viewingPerficient and Perficient Digital’s blogs, or succeed us on Twitter@Perficient and @PRFTDigital.
Perficient is the leading digital transformation consulting company serving international 2000® and commercial enterprise consumers perquisite through North the usa. With unparalleled tips technology, management consulting, and creative capabilities, Perficient and its Perficient Digital company bring imaginative and prescient, execution, and cost with mind-blowing digital adventure, enterprise optimization, and business solutions. Their labor permits customers to expand productiveness and competitiveness; grow and beef up relationships with valued clientele, suppliers, and partners; and in the reduction of fees. Perficient's professionals serve clients from a network of places of labor across North the us and offshore places in India and China. Traded on the Nasdaq international select Market, Perficient is a member of the Russell 2000 index and the S&P SmallCap 600 index. Perficient is an award-profitable Adobe Premier companion, Platinum even IBM business associate, a Microsoft national service issuer and Gold CertifiedPartner, an Oracle Platinum partner, an advanced Pivotal ready companion, a Gold Salesforce Consulting companion, and a Sitecore Platinum companion. For greater guidance, visitwww.perficient.com.
secure Harbor commentary
one of the vital statements contained during this information liberate that don't look to exist simply ragged statements discuss future expectations or status different forward-searching assistance regarding financial consequences and enterprise outlook for 2018. those statements are subject to prevalent and unknown risks, uncertainties, and different components that might intuition the exact consequences to vary materially from those pondered via the statements. The forward-searching information is based on management’s present intent, belief, expectations, estimates, and projections concerning their enterprise and their industry. obtain certain you exist conscious that those statements best replicate their predictions. genuine activities or effects may fluctuate significantly. essential components that may trigger their specific outcomes to exist materially different from the forward-looking statements consist of (however are not confined to) those disclosed beneath the heading “possibility components” in their annual record on form 10-k for the year ended December 31, 2017.
View supply version on businesswire.com: https://www.businesswire.com/information/home/20190212005973/en/
source: Perficient, Inc.
Ann Higby, PR supervisor, Perficient, email@example.com
Copyright enterprise Wire 2019
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In the modern enterprise, effectual consume of data to rush operations and better business results is a fundamental competency. Yet, the complexity, diversity and available solutions possess conspired to obtain data management a significant belt of complexity and even risk. This brief summarizes the main problems facing enterprises, especially emerging ones. Then, it reviews the types or sources of data and discusses the ways in which the diversity of data can exist handled. Finally, it outlines some practical approaches.
In this brief, no attempt is made to discuss database technology with detail; instead the focus is on providing a broad perspective about enterprise data and to present a framework. With such a context set, decision makers can better understand how to direct their organizations’ priorities.The Data Challenge for Emerging Enterprises
Data has become the lifeblood of most enterprises, both miniature and large. Data about users, customers, operations, resources and other activities in a company, aid an enterprise add value, maintain competitive edge and grow. Data comes from many sources, but most importantly, from an enterprise’s own, usually proprietary listening systems, such as its website, customer muster centers, product instrumentation, sales data and so on. It furthermore comes from third parties or intermediaries, such as agencies, tracking systems, and others.
The problems with sum this data seethe down to four basic issues — the 4 V’s:
Since the emergence of business computing more than 50 years ago, the data generated by applications in finance, manufacturing, commerce, business operations, etc., has risen dramatically. Most companies are extensive users of business applications that interface with ERP, CRM, SCM and other systems. The data generated reflect the ebb and rush of a business’ activities as it interacts with customers, vendors, partners, etc. For example, one typical kindly of transactional data is sales orders from an online Ecommerce website.
This data is considered transactional since it arises from the operations of the business. The bulk of transaction data is usually organized into relational databases, which are highly structured and defined by a schema. Some transactional data can exist unstructured. The most common problem with transactional data is its volume and velocity. A requirement for transactional data is that it exist collected from business operations efficiently with minimal (or in some cases no) error.Unstructured Data
Unstructured data, though prevalent, is a relative newcomer to the data management scene. In the beginning, it was hardly considered worthwhile (or even possible) to collect, since storage was prohibitively expensive to expend on something of uncertain value. As the cost of permanent storage declined, especially after the 1990’s, cost was no longer the prime obstacle. However, the value of the data was silent unclear. With the emergence of standards and tools to organize the data, this constraint too was lifted. One of the first and silent most power tools to bring out the value of unstructured data, of course, was search.
Unstructured data is more accurately described as data that is both potentially schema-less and schema-ful. Schema-less data is often visualized as key-value pairs; the main characteristic is that they don’t conform to a predefined, fixed pattern or schema. The main edge of schema-less data is the dynamic way in which the data store can exist constructed, adding more data types as they are encountered. An instance of schema-less data might exist sentences in a verbatim response to a survey. JSON is a accepted schema-less data structure standard.
Schema-ful data is often associated with relational databases, but could comprise schema-driven data structures such as XML/XSD (perhaps a bit confusingly, XML without a corresponding XSD could exist considered a schema-less data structure). An instance of schema-ful data is a data structure such as customer (which could comprise name, address, phone number) or order (which could comprise an order number, a reference to a product and other information). Schema-ful data requires more custody in designing, but can better back queries and transactional processing prerequisites, such as consistency and better back functions such as the joining of data sets. sum the four V’s are at play with unstructured data.Warehouse Data
Data warehouses are built from highly structured, schema-ful data as well as from unstructured schema-less data. Typically, the transactional data from business systems are extracted, transformed and loaded (a.k.a. ETL) into a warehouse. In some cases, it may exist adequate to just extract and load, potentially delaying transformation to a later stage (ELT). In any case, the data is moved from one or more sources to a specially designed database, usually designated a warehouse (though there are mezzanine concepts such as data marts). Usually, the data must exist massaged, cleaned and summarized before it can exist stored in the warehouse.
With warehouse data, the key issues are variety, veracity and velocity.Backup Data
Business operations transaction data and warehouse data must exist backed up and stored in a safe environment so that it can exist reconstituted should the exigency arise. The primary intuition for managing backup data is for business continuity and catastrophe recovery (BCDR). Equally famous is the aptitude for an enterprise to efficiently consume this data to restart operations in the event of a catastrophic failure.
Generally, sum the data that an enterprise generates or transforms as portion of its operations should exist backed up. This is primarily a concern when the data are managed on-premise, though merely storing the data in the Cloud may not exist adequate to satisfy BCDR requirements. The key problem with backup data is its volume.Managing the Diversity of Data
Although the sources or types of data often give ascend to the best means to manage it (e.g., structured data typically belongs in relational databases), in practice, a heterogeneous approach is most common. In addition, few organizations possess the extravagance of starting from a antiseptic slate; often legacy data sources must exist supported and sustained.Relational Databases
Since their emergence in the early 1980’s relational databases (RDB) possess become the standard database model, supplanting network databases and file-based systems. They are exemplar for transaction processing inherent in business operations. To facilitate this, an RDB is designed to reflect the semantics of a business problem — that is, it acts as a data model of the business world. For example, a RDB might model a business with tables to represent business entities such as customers, sales, orders, products, and so on.
For various reasons, the semantic representation must then exist “normalized” to eliminate any redundancy in the data model (i.e., the selfsame data elements represented in more than one place). By doing this normalization, performance can exist improved and data integrity enhanced (i.e., reduce the possibility that data can become inconsistent under real world conditions).
Relational databases are exemplar for applications such as Ecommerce, website content management, ERP, CRM and countless other business solutions. There are numerous tenacious RDBs in the market: Oracle Database, Microsoft SQLServer, MySQL, IBM DB2, Ingres and others.Persistent Caches
It’s conceptually easier to architect applications in which databases issue monolithic and accessible on demand, with no latency or other dependencies. Unfortunately, real world applications are typically highly distributed, perhaps because users are not simply in one (or a few) locales or the hosting strategy is deliberately decentralized. In addition, the nature of an enterprise’s application may require accessing data that is inherently dispersed, such as summarizing data from different company offices or stores.
To ensure tall performance of online systems, caching is an approach that has no conceptual limit. In fact, depending on the expected lifespan of a piece of content, caches can originate at the user’s device and only cease inside the server responding to a request. For example, static content enjoy logos that change infrequently can exist cached in a user’s browser; on the other hand, stock quotes or tidings headlines can exist cached on a content server for many to espy before being periodically refreshed (i.e., from a few seconds to a few hours).
A well-designed application necessarily takes into account a caching strategy, not only to deliver timely content to applications, but furthermore to write through data that might exist changed in the real world. In addition, most applications will possess more than one cache; managing how to update and synchronize these caches with each other and the master data store are key technical issues. Thus, the design, build and test of caching solutions are at times difficult and quite challenging. It is highly contingent on business needs and many other factors.
Examples of commercially available caches are Amazon ElasticCache, Redis, Cassandra.NoSQL Databases
NoSQL databases are often contrasted to relational databases. Indeed, they are better suited for unstructured or less structured data. As famed in the discussion on Unstructured Data, NoSQL databases are not synonymous with schema-less (and therefore non-relational) databases. NoSQL databases are best suited for relatively simple data models and where the application puts a premium on scalability, performance and availability. This is partly because NoSQL databases allow the efficient storage (and retrieval) of data, usually indexed with a system of lookup keys. NoSQL databases are often optimized for particular data types, such as columnar, document, key-value, graph and hybrid. Examples of such databases comprise DynamoDB (key-value), MongoDB, MemcacheDB (both hybrid).Relational Warehouses
Data warehouses are typically constructed from relational databases. The relational model is flexible and well suited for such applications. A central concept in relational warehouses is to obtain the data readily available for rapid retrieval, but only along well-defined, prescribed lines. In this respect, the remedy design of the warehouse is essential at the outset, since it can exist very difficult to recover from a design oversight or error. In addition, the data is usually not highly normalized, as it is in relational transactional models.
Warehouses are built around the facts that underlie the business to exist modeled, such as sales, purchase orders, shipments, and payments. Each of the facts is organized into its own fact table. Associated with these facts are measures, which together characterize or fully picture the facts. For example, the sales fact table might advert to the related measures such as products, customer, sales persons, sales amount, geography, etc., sum of which were aspects of sales. It’s not uncommon for facts to possess 20 or 30 related measures each.
Identifying the remedy facts and measures is a key portion of the challenge and skill in designing a data warehouse. Warehouse data is distinct from transactional data in that it is not usually a direct output of business operations. The requirement for warehouse data is to exist easily accessed and efficiently pulled into reports or compiled into other insights.Business Continuity and catastrophe Recovery (BCDR)
BCDR is a tangled and growing territory that cannot exist easily summarized. However, the main concepts are to define an enterprise’s Recovery Point Objective (the maximum epoch for which data may exist lost), its Minimum Acceptable even of Service (the service even below which the business effectively is out of operation), and its Maximum Acceptable Outage (longest duration for loss of operations). Once defined, the recovery processes, backup and recovery strategy can exist determined.
The advent of Cloud services can address an enterprise’s needs. However, unless the service is fully managed, has its own BCDR strategy and is transparently tested, it may not exist adequate to ensure an enterprise’s own BCDR needs are met. Sometimes, it’s necessary to create database snapshots and propagate them to different geographic regions within a Cloud service provider’s network in order to explicitly ensure DR backups. Amazon AWS and other Cloud vendors provide infrastructure to back BCDR. But it’s incumbent on the enterprise to understand its business needs and to design and build a system of both process and technology to back BCDR — and to regularly audit, test and update the BCDR system.Practical Approaches
Most enterprises are heavily invested in and contingent on transactional data generated by business applications and stored transiently in caches and more persistently in relational databases. Increasingly, an enterprise’s data comes from a by-product of its business, such as from listening systems in gregarious media or the Internet of Things (IoT). sum of this data has a role to play in helping the enterprise develop insights about its customers or business; one of the most common ways to achieve this is to marshal and summarize the transactional and other data into warehouses for analysis and reporting. In the enterprise information lifecycle, data is generated during the course of business, but then is summarized and analyzed to provide insights for the enterprise, thereby improving business operations:
When business data is managed in this way, internal users of the data can then count on a single, dependable source of verity upon which to obtain decisions, build plans and grow the business.Hosted Databases
While enterprises possess been snug with on-premise database servers, especially for line-of-business applications, they possess gradually moved their RDBs to the Cloud. The first step in this evolution was on-premise virtualization, which helped enterprises wean themselves away from a hardware-centric orientation. Then, shared data centers (or, co-location facilities) further broke down the panic of losing direct physical control of hardware.
Virtualization in the Cloud was then a relatively painless transition, whereby the enterprise would silent maneuver database software updates, replication, capacity planning, backups, and patches, but not worry about hardware and infrastructure. The next step in this constant progression away from direct control is “Database as a Service” — a fully managed service. With DaaS, the terminal remnants of the on-premise paradigm are shed and the enterprise focuses on the application. In this category, Microsoft Azure SQL, Amazon AWS RDS and Google Cloud SQL sum possess fully hosted DaaS.Hosted Caches
Caches possess always been a critical portion of practical computer systems architecture. The first caches were of course implemented in hardware. Indeed, the organization of computer systems could arguably exist viewed as the efficient management of successively larger caches, from registers in a microprocessor to virtual caches in applications to content distribution networks to archival storage.
Designing an application around fast, highly available caches is a typical requirement for tangled systems today. In the on-premise era, such an option was largely outside the gain of any but the most sophisticated and well-resourced organizations. In recent years, open source projects such as Redis and MemCached possess brought this technology to wider ambit of developers. Further, the availability of scalable, hosted caches such as Amazon’s AWS ElastiCache or Microsoft Azure Redis possess made caching relatively smooth to adopt. Indeed, no application developer should exist satisfied with a design until considering how a database cache can alleviate bottlenecks and better performance.Scalable Warehouses
Once the data warehouse is designed and deployed, the practical challenge is scaling it efficiently and maintaining tall levels of performance as it grows and business needs evolve. For an enterprise that has users in different locales, replication globally can exist an added issue. In addition, optimizations for warehouse-oriented applications are usually needed to better performance (sometimes by orders of magnitude) both in terms of time and cost. These optimizations comprise columnar storage, zone maps and data compression. Parallelism and distributed computing are furthermore often required at scale. These are complex, ever-evolving technologies for any enterprise to master. Warehouses delivered as a service can alleviate some of these challenges; among such services are Amazon AWS Redshift, Google Cloud BigQuery or Microsoft Azure SQL Datawarehouse.Conclusion
Data can transform the modern enterprise. To attain this transformation, enterprises must develop a data strategy and an architecture that manages the lifecycle of data as it wends its way through the enterprise. The problems posed by data ambit from purely transactional issues of capturing real time events efficiently to processing data so that it yields information and then insights for the organization. Fortunately, the increased complexity of data management at scale can exist reduced by leveraging the infrastructure and investments of the leading SaaS providers. However, even such an approach requires considerable expertise and a abysmal appreciation of the available technologies so as to obtain the optimal tradeoffs.
Companies in almost every industry these days are trying to recede digital. When digitalization is done in the context of a company’s strategic knowledge, powerful growth opportunities can exist uncovered. One way to conclude it is by using a strategic knowledge-mapping framework that Ian MacMillan and Martin Ihrig had discussed in a Knowledge@Wharton interview in 2015. In this paper, co-authored with Jill Steinhour, Ihrig and MacMillan justify how the knowledge-mapping framework can shed light on recent strategic changes at Adobe, a software solid headquartered in San Jose, Calif.
Ihrig is a clinical professor and associate dean at recent York University, an adjunct professor at Wharton, and the president of I-Space Institute. Steinhour is Adobe’s director of industry strategy and marketing for tall tech and B2B. MacMillan is a management professor at Wharton.
(Knowledge@Wharton spoke with Ihrig, Steinhour and MacMillan about their paper. Listen to the interview using the player above.)
Firms are investing millions to digitalize their businesses, hoping for a digital transformation that will result in increased revenue, cost reduction, improved customer satisfaction and enhanced differentiation, and ultimately mitigation of the risk of digital disruption. However, going digital is more than substantial data – simply capturing and analyzing great data troves in isolation leaves a lot of strategic opportunities on the table. When digitalization is done in the context of your company’s strategic knowledge, powerful growth opportunities can exist uncovered. The consume of the digital data needs to exist guided by abysmal insight into the company’s critical lore assets: its core competencies, intellectual property rights, market and industry comprehension, and customer understanding and expectations.
Strategic lore mapping helps to uncover these critical lore assets, providing the context for discovering the most promising digitalization strategies. It helps to identify those lore assets that digital transformation can leverage, or illuminates gaps in an organization’s lore network. A lore map features two dimensions: the structure of lore (how codified is an asset, ranging from deeply tacit to highly codified) and the diffusion of lore (how many parties possess access to it). Digitalization structures lore (moving it up the lore map), which then makes it practicable to develop strategies to partake this lore and thereby create and capture value from this lore diffusion (systematically affecting it to the perquisite of the map).
Figure 1: Strategic lore Map
We recognized that the application of the framework can illuminate recent strategies at Adobe. Through interviews with Adobe executives and key stakeholders, they researched the highly successful sustain of Adobe in pile a radically different rapid growth business model. Below, written as a stylized case, they consume the map to illustrate how the strategic deployment of lore helped Adobe address three high-impact digital transformation challenges. Specifically, they picture how Adobe:
Reinventing a business by leveraging tacit lore of subject matter experts
As described in Harvard business School’s case study Reinventing Adobe, Adobe’s CEO Shantanu Narayen and his senior executives set a strategic goal of expanding and transforming Adobe’s business through a multi-pronged approach of growing organically within the company’s existing business; acquiring companies with strengths in adjacent categories; and shifting the business to allow Adobe to bolt beyond the company’s desktop inheritance while pile a predictable revenue stream through subscription-based offerings.
The executive team saw significant headwinds for the creative business, which included the company’s flagship Creative Suite software products. Existing customers of Creative Suite (creatives) were largely satisfied with the capabilities of the versions of Creative Suite they had purchased and were not motivated to upgrade to newer versions, which had a premium cost tag. At the selfsame time, the growth of recent customers was anemic. Younger creatives, an famous source of recent growth, were especially challenged to pay the cost for the software and their needs were evolving rapidly. They were increasingly mobile, wanting connected workflows, faster innovation and more value. Yet, the perpetual-license model of software development limited the company’s aptitude to deliver innovation to just once every 18 to 24 months, making it tough to preserve pace with the evolving needs.
Senior strategists at Adobe did an analysis and establish most recent software companies were being founded with a cloud-based subscription model, and companies with tall recurring revenue weathered the financial storm of 2008-2009 much better than those without. Adobe brought together internal subject matter experts in pricing and software sales and strategy to pilot a subscription-based pricing model for its Creative Suite software in Australia in March 2008. Tacit lore (figure 1, lower left quadrant) in the form of abysmal employee expertise about pricing, product value, and customer behavior were cultivated through the pilot project and formed the basis of the lore needed to back a subscription model. Learnings were institutionalized (moving from lower left quadrant to upper left, design 1) and led to the announcement in April of 2012 of Creative Cloud, a subscription based cloud offering of Adobe’s creative software.
The 2008 experiment had demonstrated that a recent subscription model could attract recent users and expand the pace of upgrades by lowering the barrier to entry. But to attract a broader customer groundwork required the Creative Cloud to provide on-going service value in the cloud, mobile apps, and regular product updates throughout the year. “The subscription model allowed us to contemplate differently about their business. It enabled us to bring recent value to customers and innovate whenever and wherever it made sense,” said Dan Cohen, vice president, Digital Media Strategy, formerly the head of Corporate Strategy. Based on customers’ changing needs and seeing entire industries shift to the recent “always on” paradigm, executives were confident that a shift to a Cloud/subscription model made sense for the business.
While changes were underway in the creative business, Adobe furthermore pursued a growth strategy targeting the enterprise software market. Narayen and his leadership team were sedate about affecting into a significantly different market space. This required a “DNA shift” and the acquisition of recent strategic lore assets. In 2009, Adobe bought Omniture, an online marketing and web analytics company whose offerings were entirely cloud based. Adobe executives saw a compelling value: by combining “art” as driven by its industry-leading creative software and the “science” gained through Omniture’s industry-leading web analytics, Adobe could address the emerging needs of marketers – a snappily growing and underserved market. While some analysts were initially skeptical of the acquisition, customers understood the value of combining content and data to optimize marketing performance online.
In addition to this unique value proposition, Omniture’s software-as-a-service (SaaS) business model involved selling and marketing directly to corporations and provided worthy insight into how to develop a direct, enterprise go-to-market business – a contrast to Adobe’s business selling to individual creatives through resellers and Adobe.com.
Key to the successful integration of the Omniture business, Adobe embraced Omniture’s business model and culture, deliberately treating it as a strategic learning opportunity. In particular, the Adobe team systematically captured and developed the tacit lore of the marketing and sales experts from Omniture (figure 1, from lower perquisite to lower left quadrant). Adobe did not simply buy customers and revenue; it recognized Omniture as a leader and worked to retain the firm’s expertise, seeing it as a critical component of long-term success.
“Moving into the Digital Marketing business provided us valuable insight into how to rush a cloud business,” said Gloria Chen, vice president and Chief of Staff to the CEO. “Enterprise sales, relationship marketing, technical operations, and even applying [Omniture’s tacit] digital marketing practices to their own marketing – they knew there was a lot to learn.”
At that time, the whole notion of helping digital marketers drive performance through the consume of marketing measurement was nascent. The Omniture acquisition helped Adobe extend its leadership status beyond the “creative/Photoshop company” to being widely acknowledged today as the leader in Digital Marketing by industry analyst organizations enjoy Forrester, Gartner and IDG.
While it would exist inaccurate to mumble that the acquisition of Omniture precipitated Adobe’s bolt to the Cloud, the acquisition did bring lore and expertise that added tremendous value to the transformation of the creative business. Adobe’s proficiency in acquisition integration furthermore played an famous role. The company had a tenacious track record of retaining talent post-acquisition and, in this case, gave Omniture employees latitude and autonomy while leveraging embedded tacit knowledge. Learning and lore diffusion was achieved by accepting and supporting the newly acquired talent and processes. By carrying out this transition quickly and integrating the knowledge, Adobe gained significant market partake and differentiation.
Creating momentum in the market by sharing tacit experience
The rehearse of packaging up proprietary (undiffused) lore and making it widely available outside of the company (diffused) is a recurring theme in Adobe’s history, and is a marked characteristic of other digital leaders, such as Google with its Android platform. The purposeful diffusion strategy behind Adobe PDFs and the free distribution of the Adobe Reader are examples, but the strategy of sharing proprietary information, in particular the movement from the lower left quadrant of the map (tacit undiffused knowledge) to the upper perquisite (explicit diffused knowledge), was a mechanism used more recently by Adobe, but with a very different objective.
One of Adobe’s goals was to become the leading digital marketing technology vendor (offering a plenary spectrum of digital marketing technology) and rapidly build significant market share. However, most customers associated Adobe with Acrobat and Photoshop and there was petite awareness of its digital marketing business. Meantime, entrenched competitors with abysmal pockets, such as IBM, Google and Oracle, were furthermore expanding their digital marketing technology offerings, which could potentially menace Adobe’s aptitude to achieve its desired market share.
Adobe’s CMO Ann Lewnes was a champion of digital marketing practices, foreseeing the shift from traditional marketing practices to digital – a bolt that most marketing organizations are now fully embracing. While Adobe’s marketing organization had already been using Omniture’s products to measure consumer behavior on Adobe.com, the acquisition accelerated the process of transferring the tacit marketing analytics lore from the Omniture team to the broader Adobe organization. Under Lewnes’ direction, marketing made moves to digitalize the business by reallocating the lion’s partake of advertising dollars to digital domains (such as panoply ads, gregarious and search), while the IT organization helped replatform Adobe’s websites around the world so that marketing could measure the impact of the digital spend. Marketing and IT could exist thought of as flip sides of the coin that helped bolt the company toward its own transformation. Both were internal clients of Adobe software: using web content management and marketing analytics and measurement technology.
The consume of the digital data needs to exist guided by abysmal insight into the company’s critical lore assets: its core competencies, intellectual property rights, market and industry comprehension, and customer understanding and expectations.
Adobe Marketing and IT were, essentially, “Customer Zero” – developing internal competencies in technology implementation, marketing operations, digital marketing, organizational design, and the quantification of the contributions stemming from the consume of these Adobe digital marketing solutions. This was of significant interest to customers, who were challenged to undertake the selfsame digital transformation themselves. Adobe’s sharing of this lore with external audiences was, at first, ad-hoc and opportunistic. However, they soon realized that codifying this internal lore and disseminating it publically (movement from the lower left to the upper perquisite of the map) would provide a boost to Adobe’s credibility, and expand awareness of Adobe’s offerings. The Marketing team became evangelists, sharing best practices, speaking at conferences and advising companies and marketing organizations as they struggled to obtain the shift to digital. This mainly focused on “people, processes and technologies.” They codified their learnings in on-demand videos to aid scale the gain of this learning content. In parallel, on the IT side, Adobe formed the Adobe@Adobe team to evangelize the consume of Adobe technology to address marketing consume cases.
Ron Nagy, Sr. Evangelist Adobe@Adobe, develops consume case narratives through collaboration with customers, internal practitioners, product marketers and technologists. He’s a solid believer in having a team that can articulate how Adobe solutions address common customer challenges, as well as the more aspirational visionary scenarios. These stories are curated from both internal and external sources and systematically evolve over time.
A key input to the Adobe@Adobe efforts is Adobe’s internal marketing technology forum which brings together marketing, IT, product marketing and engineering teams for several days to evaluate and discuss topics that are selected via an internal voting process. This internal forum invites constructive conversations where internal users of the products partake best practices and articulate areas for improvement. Product marketing and engineering discuss future products and the evolution of existing products. This forum is a key input to the narratives that Nagy and the team leverage and at the selfsame time, it is an institutional office that allows marketing practitioners to resolve product usage challenges through sharing of best practices, later providing feedback into product teams to optimize the development roadmap and to inspire recent product development.
Capturing and sharing the lore of Adobe practitioners, who possess abysmal operational knowledge, is furthermore a critical aspect of the program. However, Nagy notes that some translation of that message is needed: “If you are starting a program – there possess to exist individuals with lore of the tech, what is possible, and the business. You exigency to snare the input from practitioners and other sources then conclude the translation to what is apropos to the marketplace.” These Adobe@Adobe consume cases are shared broadly to internal and external audiences. While the program aggregates and curates the lore of Adobe practitioners, it does not remove subject-matter experts from the process. Rather, developing the voice of the practitioner is furthermore a focus of the program: those practitioners with interest and aptitude are frequent presenters at both internal and external events representing the practitioner point of view.
Note that the Adobe@Adobe team is portion of the IT organization, not portion of sales; this deliberate separation, to bring an objective perspective. However, the marketing department, ecommerce department and the business unit are furthermore documenting their processes sharing their own unique learnings with the industry. Surfacing ones’ internal best practices or showcasing another organizations’ digital transformation can serve to steer a firm’s own transformation.
By capturing and organizing tacit lore (the confluence of technical and product knowledge, fueled by employee lore and enthusiasm, and guided to relevance by market needs) and then orchestrating the diffusion of that knowledge, Adobe has developed a masterful customer date and capability demonstration “machine” that goes well beyond the traditional marketing approach.
Creating momentum in the market by sharing structured knowledge
Adobe Digital Index (ADI) is yet another instance of how Adobe has deliberately diffused proprietary lore assets into the public domain, in the process creating value for Adobe and customers alike. lore in this case, are the insights derived from codifying an aggregate view of billions of digital data inputs (structured upper left quadrant of the lore map) from which the ADI team identifies emerging digital trends or forecasts future events. These are then shared broadly to external audiences. For example, for the past two years, the Adobe Digital Index predicts which movies will exist blockbusters, based on the analysis of commentary in gregarious media. The accuracy of their predictions (36 of 37 predictions were spot on) resulted in a muster from an executive from a major motion picture distributor who was keen to submit similar predictions. “This is exactly what they hope to achieve” commented Tamara Gaffney, Director and Principal Analyst “we want to educate others on the possibilities of data science through meaningful insights.” Another profit is that ADI findings are syndicated broadly, thereby extending Adobe’s market gain which contributes to a significant expand in awareness of Adobe’s “big data” expertise. For example, Adobe got worthy exposure with over 7,000 press stories including wonderful Morning America, Today Show, CNBC Squawk Box and much more by identifying the tolerable daily discounts for toys and electronics this past holiday season.
Digitization for the sake of digitization is not the way to go. abysmal attention needs to exist given to what digitization of what lore should exist undertaken and why.
Extracting meaningful insights from vast data troves is a challenge which ADI attacks with a methodical approach starting with the monitoring of standard digital metrics such as web and mobile traffic, video consumption, bounce rates and conversions. “If they detect any anomalies then they dig deeper. They hunt information from ourselves questions and create hypothesis that they test through further analysis,” says Gaffney. For example, ADI noticed that online ecommerce revenues on Thanksgiving are growing at a faster rate than on Black Friday. Their hypothesis was that promotions and discounts are now being offered by retailers earlier in the Holiday season. A subsequent analysis on pricing levels revealed that the greatest overall discount was on Thanksgiving, when historically it has been on Black Friday. Gaffney notes, “The upshot may not exist causal, but there is a tenacious correlation that suggests that timing of promotions is a prominent factor.”
The way that ADI is managed and the expectations of the team are important: the group has been set up as an entrepreneurial team with no Adobe P&L responsibility and softer success metrics enjoy thought leadership and earned media vs. conversion and sales. The team reports into Marketing and is allowed to experiment, which allows them to exist innovative and snare risks and sometimes fail. Gaffney states, “We possess a few specific measures of success, such as total number of press articles, size of circulation, syndication by well-known publishers enjoy Forbes, WSJ,” but equally famous are the door openers or the conversation starters that issue from ADI findings. Gaffney concludes, “ADI reports on famous trends and indicators of future trends, which are significant topics for their target audiences, and it eases the way for their sales teams and executives to engage with their current and future customers.”
Whether the strategic intent of digital transformation is to meet customers’ expectations, to innovate, or to enable efficiencies, organizations increasingly are recognizing that they exigency to transform their businesses in order to participate in the recent digital world order or risk becoming irrelevant. But digitization for the sake of digitization is not the way to go. abysmal attention needs to exist given to what digitization of what lore should exist undertaken and why. This is determined by mapping your major lore assets and then thinking through what the benefits are of strategically structuring and diffusing such major assets across the map. The Adobe examples set forth above illustrate three powerful strategic outcomes from such moves: to succeed in an adjacent market by mobilizing tacit lore gained through acquisition; to build critical customer credibility by diffusing tacit lore to and with customers; to hugely extend customer awareness and add value through codification and aggressive diffusion of proprietary knowledge. These three strategies are illustrative, but far from exhaustive. Every mapping of lore assets will present its own set of context-specific digitization opportunities.
Leading your solid in this recent digital reality requires a thorough understanding of sum of your critical lore assets, both specific and tacit. Equipped with a strategic lore map, corporate leaders can craft a competitive strategy and obtain digital transformation a reality.
Agencies navigate issues of interoperability, data migrations, security and standards
The federal government is affecting to the cloud. There’s no doubt about that.
Momentum for cloud computing has been pile during the past year, after the recent administration trumpeted the approach as a way to derive greater efficiency and cost savings from information technology investments.
At the behest of federal Chief Information Officer Vivek Kundra, the general Services Administration became the headquarters of gravity for cloud computing at civilian agencies, with the launch of a cloud storefront, Apps.gov, that offers business, productivity and gregarious media applications in addition to cloud IT services.
High-profile pilot programs generated more buzz about cloud computing, including the Defense Information Systems Agency’s Rapid Access Computing Environment and NASA Ames Research Center’s Nebula, a shared platform and source repository for NASA developers that furthermore can facilitate collaboration with scientists outside the agency.
NASA explores the cloud with Nebula
Cloud computing has appeal for Web applications
But the journey to cloud computing infrastructures will snare a few more years to unfold, federal CIOs and industry experts say.
Issues of data portability among different cloud services, migration of existing data, security and the definition of standards for sum of those areas are the missing rungs on the ladder to the clouds.
“Cloud computing is not a technology that can just exist turned on overnight,” said Peter Tseronis, deputy associate CIO of the Energy Department and chairman of the Federal Cloud Computing Advisory Council.
“We spent a lot of terminal year defining what the cloud is, what are the various delivery models, deployments and characteristics,” Tseronis said. “We silent continue to exigency to conclude that."
The government defines cloud computing as an on-demand model for network access, allowing users to tap into a shared pool of configurable computing resources, such as applications, networks, servers, storage and services, that can exist rapidly provisioned and released with minimal management exertion or service-provider interaction.
The three delivery models include:
The Federal Cloud Computing Advisory Council provided a governance structure terminal year to disseminate information about cloud computing and its concepts, benefits and risks. The council will continue to raise awareness about the governance structure among agencies, Tseronis said.
But some agencies remain confused about the cloud, Tseronis said.
Agency managers are wondering about security and data privacy risks associated with the cloud. Are there procurement barriers? What is better: a public or private cloud? How conclude you set up a service-level agreement? What are the data interoperability and portability issues?
The Bureau of Alcohol, Tobacco, Firearms and Explosives hasn’t launched a specific cloud project, but officials possess been evaluating the benefits and risks for more than a year because a bolt to the cloud seems enjoy a natural fit. “We are already fairly outsourced in terms of their IT infrastructure,” said Rick Holgate, the bureau's CIO.
ATF has dedicated hardware and physical space in two data centers — one government-owned and operated by a contractor, the other owned and operated by a contractor.
However, security is a major concern. Most agencies possess concerns about data separation because they want to forestall a commingling of data with tenants in other environments. And they exigency access restrictions on data to obtain certain cloud hosting providers or other tenants don’t inadvertently or intentionally regain access to sensitive data.
“We are sum struggling in the federal space with the perquisite security model around the truer cloud provision capability,” Holgate said.
Despite some progress toward resolving those issues, more labor is necessary to hash out security requirements that federal agencies exigency to succeed to ensure that sensitive but unclassified and classified information is secure, Holgate said.
First, cloud providers exigency to understand government security requirements and deliver services that satisfy those requirements. Microsoft recently created a federal version of its business Productivity Online Services for the cloud, which is one instance of how vendors could aid address security requirements, he said.
On the federal side, “we exigency to probably conclude a better job of articulating what those requirements are from a security perspective,” Holgate said.
The federal government silent has a fragmented approach to security, he said. “We don’t possess a single, unified — to my lore — federal voice that everyone has agreed to and signed up to as the authoritative version of what the federal government considers sufficiently secure in a cloud-type environment,” he said.
GSA and the National Institute of Standards and Technology possess been addressing security requirements, and the Justice Department tackled the problem at a department level, Holgate said.
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