DOCSLIB.ORG

Capgemini and Pegasystems: Delivering Business Value Through Partnership Continuous Process Improvement to Drive Sustainable Results

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Capgemini and Pegasystems: Delivering Business Value Through Partnership Continuous Process Improvement to Drive Sustainable Results Capgemini and Pegasystems: Delivering Business Value through Partnership Continuous process improvement to drive sustainable results Our partnership combines For organisations to thrive rather than achieve success quickly. Small, simple “Capgemini’s consulting just survive, they need to stay on top steps make it possible to ‘try and buy’. and industry strengths with of the social, technological, economic, It is by starting with smaller projects Pegasystems market-leading environmental and political changes before committing to major ones technology, unlocking business in the business landscape. They that we are able to mitigate risk and value for our customers through need to not only be able to identify manage stakeholders’ expectations. process flexibility, agility and threats and opportunities, but also innovation. respond appropriately. Organisations The Capgemini and need to consider how to make their Pegasystems partnership ” business more adaptive to change, Paul Nannetti responsive, efficient and effective. One Capgemini works in partnership Vice-President, Head Global Service Lines and Portfolio of the management disciplines that with market-leading software can support organisational change, vendor Pegasystems, a recognised creating benefits that enable rapid BPM industry leader, and a premier response to the challenges is Business provider of Customer Relationship Process Management (BPM). Management (CRM) solutions. The company forms a core part BPM as a management science, of our client engagement model, working with BPM Technology and we leverage Pegasystems’ (BPMT), can support the improvement patented technology which enables and optimisation of organisations’ organisations to realize rapid and business processes – extending to significant business returns by directly process automation, applications capturing business objectives into fully development and integration, as automated processes and eliminating well as the testing and maintenance manual programming. Pegasystems of organisation processes to ensure enables clients to quickly adapt to continuous improvements. changing business conditions in order to outperform the competition. Capgemini’s end-to-end BPM Together, we have helped some of the approach treats processes as assets, world’s largest companies achieve new and we combine deep domain levels of agility, enhanced customer knowledge with process improvement loyalty, improved productivity, and expertise, change management skills generate new business. and specialised IT capabilities on leading BPM Technologies. With this The partnership between Capgemini unique formula, we help to improve and Pega has been building our clients’ enterprise value and momentum since 2005, and we business performance. are both committed to building a highly successful, long-term and We work with our clients to strategic relationship. Some of the key understand their situation, their milestones in our relationship include: business challenges, and what they want to accomplish. Through flexible The Capgemini Pega Centre of entry points and routes into BPM, we Excellence (CoE) combined with are able to initiate projects that release our global delivery model called value rapidly. We do this by linking Rightshore® leverages our Pega the improvement of core processes BPM expertise where it is needed to business needs, identifying the most quick wins and initiating projects that The joint development of a number of reusable Pega 2 BPM the way we do it accelerators that address common complex environments Capgemini has a deep business process issues. Examples Together, Capgemini and Pega understanding of Pega’s leading SM “ are Capgemini BizLender 360 have designed, developed and BPM technology and has a long for Commercial Lending and implemented award winning heritage of delivering projects, Social Insight into Action solutions. The Pega solution we making sure customers really Capgemini and Pega have implemented at a client in the get the value they need to drive worked together with world-class insurance sector won the 2010 their organisations forward. organisations across all sectors, INNovators award from the from Financial Services to Public Insurance Network News, The ” Sector, to implement solutions Insurance Technology award and Alan Trefler that provide customer benefit and the 2011 Model Insurer of the Founder & CEO, Pegasystems business value, often in highly Year award from CELENT. Capgemini BizLender360SM Capgemini BizLender360SM, offered in partnership with Pegasystems, helps business lenders achieve straight through processing for loan origination, driving major operational efficiency gains, better risk management and reporting, and superior customer service. Key benefits which clients can achieve with Capgemini BizLender 360SM are: • Reduce time to market by up to 30% • Integrate risk management and pricing interface • Easy exception management through systematic integration of credit policy • Increase transparency and compliance for regulators through integrated audit trail • Ability to view and analyze status of deals and research prior deals with process dashboards. SM Figure 1: Capgemini Bizlender360 Framework Customer Loan Officer (Sales) Lead Generation System / CRM Tool Financial Enterprise Content Spread system Management Commercial Lending Origination Integrated Workflow Due Prospects Closing Post Closing Reporting & Pipeline Underwriting Approval Diligence Workow UCC (Uniform Reporting Commerical Code) Check Underwriting Governance Loan Operations Risk Management Core Loan Servicing System 3 Our clients look to Capgemini to Social Insight into Action bring them innovative solutions “ with measurable Return on Developed in partnership with Pegasystems and Attensity, Social Insight into Investment (ROI) for their Action connects social media analytics with structured information, case business issues. Pegasystems management and business process management. Social Insight into Action has played a significant role allows your organisation to turn social insights into action by addressing root in many of our major global causes and changing business rules in near real-time across channels. This projects and has helped deliver gives your organisation the ability not just to hear what your customers and high value with rapid and competitors are saying, but to listen, analyze and respond in a fast, efficient measurable ROI. ” and scalable manner so that you can deal with both opportunities and threats. Bob Scott Leader, Capgemini BPM Global Service Line Figure 2: Social Insight into Action – Overview of the solution Turning social insight into action: When social CRM meets business process management Need for change Required Response Why Capgemini Customers are creating terabytes of data By using Social Insight into Action, XYZ and ANALYZE what people are saying about ...then RESPOND by turning this social about organisations every day. Let´s take a Corporation can continually LISTEN to... them and their competitors, and filter out the insight into real action across their existing sample of what XYZ Corporation customers noise... enterprise systems and processes. have recently said, for example... Social Insight Into Action: When Social CRM meets Business Process Management Scenario 1 Customer Interaction Vision “Hi Jane, On behalf of XYZ Corp. we are sorry to hear of your experi- ence. Please be advised Scenario 1 this matter is being “I ordered a phone investigated” three weeks ago and it still hasn´t Scenario 2 arrived!” – Jane“ Level 2 @Celebrity Tweeter – Filter 1 Case “We’re delighted you’ve purchased a Community Management new Smartphone and would love to hear Scenario 2 Filter 3 your feedback! We’ve released a user Opportunities Level 1 guide on the app store for you.” “Can´t wait to get Text Analytics Reactive home to my Response @General Forum Tweeter – Smartphone... it´s Level 3 “Smartphone company is pleased to offer just like my pet dog” Filter 2 Threats Business all Celebrity fans a 5% discount with - Celebrity Tweeter Social Media Process Smartphone orders by end of this month.” Monitoring Management Scenario 3 Scenario 3 Manufacturer creates a “It loses signal team comprising product really easily” marketing, product engineering and legal to investigate reception issue “The reception is intermittent” Launch outbound marketing campaign to offer customers “The reception a solution is sometimes very poor” Cross-Selling Business Rules Customer Insight Command Centre changed to offer free solution product with all purchases 4 BPM the way we do it How our partnership benefits Capgemini BPM/Pega our clients capabilities Capgemini and Pega have delivered Currently our BPM expertise consists benefits to our customers in two key of 5,100 consultants providing areas: consulting or technology services. Approximately 3,400 are business 1. Cost reduction/efficiency gains to process consultants with vertical lower the costs of running, chan- industry process expertise, another ging and executing processes: 650 are skilled change management experts, 450 are business process In public sector, a win back time architects and 600 are specialists of 70 minutes per case on case in Pega PRPC and frameworks. management Capgemini also has a large expertise Within the insurance sector, we in SOA implementation, Enterprise reduced damage claims by up Application Integration and regular to 33% when implementing a software development in multiple new front office solution for the languages. Our BPM consultants
Load more

Recommended publications
  • AGS-430 the Digital Transformation Journey Mon Tesv3.Pptx
    THE DIGITAL TRANSFORMATION JOURNEY OF CAREFIRST BLUE CROSS BLUE SHIELD Harish Dwarkanhalli, VP & Global Delivery Head – BPM and Integration, Cognizant Jagdish Singla, Sr. Manager – Enrollment and Billing, CareFirst BCBS Alok Mandal, Principal Architect – BPM and Integration, Cognizant © 2017, COGNIZANT Founded in 1994 (CTSH, Nasdaq) 260,200 Employees (Dec 2016) 100+ Global Delivery Centers Headquarters: Teaneck, NJ Revenue Mix Revenue NA: 78%, Europe: 16%, RoW: 6% $13.49B in 2016 (8.6% YoY) Fortune’s Forbes Newsweek’s 2015 World Green Rankings Most Admired Companies Fast Tech 25 Years in a Row Fortune Forbes Financial Times 500 Global 2000 Global 500 © 2017, COGNIZANT Cognizant’s Pega Practice – Longest Running Partner of Pegasystems 17+ years 100+ 13 Pega Partner Awards 10+ 2,600 long relationship with Pega Active Pega Customers Digital Industry Solutions Pega consultants Consecutive Awards 26,000+ Person yrs. 1500+ 2350+ Certified including Partner excellence 30+ Accelerators of Pega experience Successful Pega Projects consultants and Innovation 50+ Pega 7.x Upgrades 45 CLSA certifications 360⁰ Partnership Winner of 2017 Partner Excellence Award in Driving Customer Success: Winner of 2017 Partner Excellence Award In Driving Customer Success: Practice Breadth Practice Breadth & Depth & Depth © 2017, COGNIZANT Pega & Cognizant HealthCare Journey: Delivering Benefits Across Value Chain Capacity to handle individual Productivity per CSR 500% application for large Blue 24% for large Payer Average Call Handling Time Onboarding Time for large
    [Show full text]
  • Hands-On Implementation of Pega's 'Wrap-And-Renew
    • Cognizant 20-20 Insights Hands-on Implementation of Pega’s ‘Wrap-and-Renew’ Solution for Aging Siebel CRM Systems Organizations with large investments in Siebel CRM software implementations that want a lower-cost, feature-rich, standard- protocol option to renew their system can follow these step-by-step instructions and determine if the Pegasystems solution is the right fit. Executive Summary management (CRM). Organizations typically make large investments in their CRM systems and often As businesses grow and evolve, their objectives have spent years deploying them. And while their can reach beyond the capabilities of their existing CRM implementations at one time may have sup- technology investments. Often, these invest- ported their customer lifecycle effectively, new ments are substantial not only in terms of costs, demands — including increased customer expecta- but also in terms of their tight integration with tions, exploding volumes of information, emerging operations — and the resulting reliance on them channels and multiple customer touch points — by the business and users. drive the need to extend these legacy implemen- By modernizing their existing technology to tations beyond their existing configurations. support shifting business needs, organiza- While the CRM vendor landscape has changed tions can retain and build on their systems — as over the years, a substantial percentage of orga- opposed to a more drastic “rip and replace” alter- nizations around the world continue to utilize native that: Siebel as their CRM system. This white paper • Negates the company’s original investment. presents a focused and effective approach that • May involve time-consuming development and offers these organizations the opportunity to implementation.
    [Show full text]
  • Customer Engagement Summit Healthcare
    CUSTOMER ENGAGEMENT SUMMIT HEALTHCARE OCTOBER 29, 2019 BOSTON, MA Agenda | Customer Engagement Summit: Healthcare | October 29 9 :00 AM Registration and Breakfast Welcome & Introduction Kelli Bravo 10:00 AM Vice President, Healthcare and Life Sciences, Pegasystems Susan Taylor Vice President of Payer Core Admin, Pegasystems The Heart of Digital Transformation 10:15 AM Alan Trefler Founder and CEO, Pegasystems Social Determinants and Health-Driven Innovative Benefit Designs 10:45 AM Consumerism, operationalizing Social Determinants of Health, and employer sponsored health plans. These seemingly disparate industry trends are creating unique opportunities for benefit design that can unlock value and deliver new levels of alignment. Dr. Goldberg will discuss these trends and how employers and payers are responding. Steven E. Goldberg, MD, MBA VP, Medical Affairs, Population Health and Chief Health Officer, Health & Wellness, Quest Diagnostics Driving Proactive Service and Responsive Benefits to Thrill Members 11:15 AM Jonathan Kelly Director, Solutions Consulting - Healthcare, Pegasystems Engagement Panel Consumerism in healthcare: More than consumer choice and impacting engagement, operations, and profitability across healthcare and life sciences organizations Organizations delivering on consumerism are creating integrated offerings that address a real customer need, transform experience, and unlock value. For HC and LS organizations to transform, they need to look from a future consumer-centric experience back to today and create a map
    [Show full text]
  • AWS Re:Invent 2019
    Research Note: AWS re:Invent 2019 Rajeev Chand Partner and Head, Research Amazon’s 8th annual re:Invent was held December 2-6, 2019, in Las Vegas. The [email protected] conference is one of the largest enterprise tech gatherings globally, second only to Salesforce’s Dreamforce. This year’s re:Invent had 65,000 attendees, which is more Olivia Rodberg than double the 30,000 attendees in 2016. Research Associate [email protected] re:Invent, as a vendor-specific conference, focused on sessions with Amazon executives, technologists, and partners introducing, discussing, and evangelizing AWS products and services. However, in hallway conversations and private meetings, attendees discussed and debated industry trends and challenges in cloud businesses Wing Venture Capital and technologies. 480 Lytton Avenue Palo Alto, CA 94301 At this year’s conference, Wing’s research team hosted the Wing Summit: re:Invent, an exclusive, invitation-only dialogue with 40 chief information officers and chief technology officers. In addition, during two days at the conference, we held 20 one-on- meetings with Fortune 500 executives, principally vice presidents and heads of infrastructure, engineering, cloud, and data. Our takeaways included: 1) Cost economics, though frequently raised, is not the primary driver. CIOs in our pre-summit feedback most frequently raised cost economics as a topic. One CIO asked, “are cloud financials what people perceive them to be for production workloads?” Another asked, “is there a crossover point where public cloud becomes more costly than private cloud?” Another questioned, “how should we be thinking about balancing growing opex vs. capex?” Executives in our meetings emphasized that cost economics are not the primary driver for cloud adoption.
    [Show full text]
  • Download Resume
    RESUME [email protected] SALEEM MOHAMMED +91 9052190876 www.saleemm.com UX DESIGNER www.linkedin.com/in/saleemohd Hyderabad, Telangana, INDIA PROFESSIONAL WORK EXPERIENCE HIGHLIGHTS Design Consultant Presented a talk at UX Octonion Design, Hyderabad, INDIA India: India’s biggest Nov 2019 – Present conference on User Experience Design Working with companies to develop innovative design solu- (‘Designing Voice User tions that meet user needs and business goals. Interface’s September 2019 User Experience Designer Pegasystems, Hyderabad, INDIA Conducted knowledge Dec 2012 – Oct 2019 sharing sessions on As a UX Owner of Pega Social, Pega Case Management, Pega Design Systems, Survey, Text Analytics and Integration product area’s in Pega Design Sprint to vari- platform, I drive the end-to-end user experience, by making ous teams sure designs meet the expectation of users and stakeholders. Pegasystems User Interface Lead We Team Award Infosys Technologies Limited, Bangalore, INDIA Pegasystems Mar 2011 – Nov 2012 (1 years 8 months) CDG STAR award for Lead redesign of largest Asset Manager in the Kingdom of successful closure of Saudi Arabia NCB Capital trading applications, web, desktop iTrade Product Design and mobile interfaces. Re-factored taxonomy, and implement-- Infosys Technologies ed design best practices. CDG Innovator award Interaction Designer for winning entry in W3 Offshore Development Center, Hyderabad, INDIA Gone for Brooke Oct 2008 to Mar 2011 (2 years 6 months) design competition Ensure that each design met the brief. I was also required to Infosys Technologies oversee and help mentor junior members of staff offering them creative guidance where needed. Recognized for Positive attitude, UI Engineer Dedication and Virtusa India Private Limited, Hyderabad, INDIA Responsible towards Mar 2006 to Jul 2008 (2 years 5 months) all challenges that I took up and follows Lead team of creative designers as part of CDS (Cisco off-site up till completion development center) and involved in 2007 Cisco re-branding.
    [Show full text]
  • DBS: from the "WORLD's BEST BANK" to BUILDING the FUTURE-READY ENTERPRISE Sia Siew Kien, Peter Weill, and Mou Xu MARCH 2019 | CISR WP NO
    DBS: FROM THE "WORLD'S BEST BANK" TO BUILDING THE FUTURE-READY ENTERPRISE Sia Siew Kien, Peter Weill, and Mou Xu MARCH 2019 | CISR WP NO. 436 | 20 PAGES CASE STUDY an in-depth description of a firm’s approach to an IT management issue (intended for MBA and executive education) DIGITAL TRANSFORMTATION The case presents the second phase of DBS Bank’s digital transformation. Upon completing the first phase of the transformation (2009–2014) that DISRUPTIVE INNOVATION radically “rewired” the entire enterprise for digital innovation, DBS initiat- FUTURE OF BANKING ed its second digital push in 2015 to address ever-emerging threats from fintech companies and institutional constraints on acquisition-led organic expansion. To DBS, this digital transformation was an ongoing journey in building a next-generation enterprise. It centered on developing the core capabilities to be ready for a digital future by becoming digital to the core, embedding banking in customer journey, and creating a 26,000-person start-up. Sia, Weill, and Xu | CISR Working Paper No. 436 | 2 CONTENTS Becoming Digital to the Core: DBS’s GANDALF Transformation ... 4 Embedding Banking in the Customer Journey: Making DBS Invisible ..................................................................................................................... 7 Experimenting with Mobile-Only Bank in India .............................................. 9 Challenges in Building an Ecosystem Platform ..............................................10 Creating a 26,000-Person Start-Up: Making People
    [Show full text]
  • Pegasystems Inc. Annual Report 2019
    Pegasystems Inc. Annual Report 2019 Form 10-K (NASDAQ:PEGA) Published: February 20th, 2019 PDF generated by stocklight.com UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 ____________________________ FORM 10-K ____________________________ x ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT of 1934 For the fiscal year ended December 31, 2018 OR ¨ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT of 1934 Commission File No. 1-11859 ____________________ PEGASYSTEMS INC. (Exact name of Registrant as specified in its charter) ____________________ Massachusetts 04-2787865 (State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.) One Rogers Street, Cambridge, MA 02142-1209 (Address of principal executive offices) (Zip code) (617) 374-9600 (Registrant’s telephone number, including area code) ____________________ Securities registered pursuant to Section 12(b) of the Act: Title of Each Class Name of Each Exchange on Which Registered Common Stock, $0.01 par value per share NASDAQ Global Select Market Securities registered pursuant to Section 12(g) of the Act: None ____________________ Indicate by check mark if the Registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes x No ¨ Indicate by check mark if the Registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. Yes ¨ No x Indicate by check mark whether the Registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the Registrant was required to file such reports) and (2) has been subject to such filing requirements for the past 90 days.
    [Show full text]
  • Electronic Bank Account Management: Getting Ahead, Getting Started
    WHITE PAPER ELECTRONIC BANK ACCOUNT MANAGEMENT: GETTING AHEAD, GETTING STARTED Abstract Electronic Bank Account Management (eBAM) has made great strides since it was first introduced in the early 2000s. The idea of eliminating paper-based forms and moving to a single platform for account opening, modifications, and mandates was always appealing, to say the least, and a compelling story for a runaway adoption. But fast forward to today, more than 15 years since the idea was introduced, and eBAM adoption rates remain much lower than expected, even though it has been standardized and incorporated in SWIFT APIs. Several impediments are responsible for this, especially, disparate security policies amongst banks, incomplete conceptualization, and reluctance to disrupt existing mechanisms. In this paper, we attempt to present a course of action to overcome these impediments and achieve the promised value from this innovative concept. Understanding electronic bank account management (eBAM) Back in the early 2000s, the account corporates which were cemented together standards. eBAM provides the necessary management systems lacked a centralized with the standardization provided framework for digitizing account opening, process and had no group-wide unified by SWIFT. maintenance, mandates, reports, and audit, overview. There was no control over thus easing the lives of corporates and eBAM uses the SWIFT connectivity to the processes related to the opening, banks alike. The concept and framework automate and homogenize the opening, maintenance, and closing of a bank were remarkable – a digital answer to the maintenance, and closing of bank account, resulting in information disarray paperwork and complexity involved in accounts. The solution’s main feature is that with potential compliance issues.
    [Show full text]
  • Pursuing Customer Relevance in the Digital Age
    A CLOSER LOOK AT PURSUING CUSTOMER RELEVANCE IN THE DIGITAL AGE Together, Pegasystems and Cognizant are pleased to provide you with this Harvard Business Review report: “Pursuing Customer Relevance in the Digital Age.” This report offers insights into the importance of customer relevance, specifically its role in building deeper, more sustainable relationships between brands and consumers – to revolutionize customer engagement. Relevance is like a great conversation that you have with someone you know well – someone that knows you in return - someone that understands you. This study focuses on a question that is becoming a key business management priority for many organizations: How do we meaningfully and consistently connect with customers to create a truly relevant customer experience? That level of intimacy can be difficult to achieve, retain, and scale in the digital age. Yet those companies that do will develop the most productive and sustainable relationships with their customers. That’s where the strategic partnership between Pega and Cognizant comes in. Pega is the leader in software for customer engagement and operational excellence, while Cognizant is a global leader in business and technology services. Together, we provide a powerful combination of customer intelligence, technology, agility, speed, and domain expertise – increasing your customer relevance. • Identify Customer Needs – Pega’s software learns from what your customers do and what they say and advises you on what they’re likely to need next. Cognizant helps you define the total solution and deliver it for maximum impact - on time and in the preferred channels. • Understand Customer Context – Pega’s customer intelligence software uses artificial intelligence (AI) to pick up on subtleties: the things customers don’t say aloud - reading signals to understand what’s implied.
    [Show full text]
  • BOTH RADICAL and INCREMENTAL DIGITALLY ENABLED CHANGE WORK WELL Stephanie L
    RESEARCH BRIEFING | VOLUME XIX, NUMBER 8, AUGUST 2019 BOTH RADICAL AND INCREMENTAL DIGITALLY ENABLED CHANGE WORK WELL Stephanie L. Woerner, Research Scientist Peter Weill, Chairman and Senior Research Scientist Aman M. Shah, Senior Research Support Associate MIT Sloan Center for Information Systems Research (CISR) Two years ago, when MIT CISR asked companies whether of companies in Advertising/PR were taking a radical approach they were on a digitally enabled journey to become “Future versus 30 percent of companies in Manufacturing/Automotive. Ready,” nearly all—93 percent of companies—said they The differences across industries likely reflected the disparate were.1 In 2019, working with Harvey Nash, we studied results views of senior executives and boards on the degree of threat from more than four thousand companies to assess which of from digital disruption to their current business models. two approaches to business change using digital technolo- When looking at the top performers on a combination of gies—incremental improvement or radical transformation— growth and margin,3 the goals of the management board was associated with better financial performance.2 We found (CEO and direct reports) drove a company to take one or the that the top performers taking each approach achieved other approach. Management boards of companies taking an significant benefits from their change efforts, strongly -out incremental approach looked to digital technologies to deliv- performing their peers in revenue growth and net margin. er stable and consistent performance and improved business Counterintuitively, there was no difference between the two processes, while boards of companies taking a radical ap- approaches in regards to the risk of financial underperfor- proach were looking to digital technologies to drive revenue mance.
    [Show full text]
  • Technology Trends 2021 | Tech Vision | Accenture
    #techvision2021 Technology Vision 2021 Leaders Wanted Experts at Change at a Moment of Truth From insights to action, the path to extraordinary value starts here. #techvision2021 Introduction 1 2 3 4 5 Foreword The past year has shown us that Now, as we start to turn the page from technology change to completely reimagine technology is a lifeline for economies, the challenges of 2020, we’ll also turn to the and rebuild the future of business and human power of technology to restore confidence experience post Covid. governments, companies, and people. among employees, consumers, partners, It changed the way we see and and our communities. We can build new ways As you learn about the trends in this year’s understand the world. of working and interacting, add much-needed Technology Vision, think about how you can apply adaptability and resilience, and create new them to reimagine and replatform your business— It also pushed a giant fast-forward button to the experiences and ways of doing business. Newly leading the change that is needed for your future. Amid 2020’s challenges, many organizations accelerated digital transformations give us the organization, for your people, and for our world. lacked the digital foundation needed to rapidly pivot, means to serve these needs. But our efforts will and were confronted with a stark reality: a digital be effective only when we work to build and performance gap that widened seemingly overnight. preserve trust at the same time. Yet, other leading organizations stepped up to use technology in extraordinary ways to keep their We know this is possible because we’ve seen it.
    [Show full text]
  • Pegasystems Annual Report 2020
    Pegasystems Annual Report 2020 Form 10-K (NASDAQ:PEGA) Published: February 12th, 2020 PDF generated by stocklight.com UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 ____________________________ FORM 10-K ____________________________ ☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT of 1934 For the fiscal year ended December 31, 2019 OR ☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT of 1934 Commission File No. 1-11859 ____________________ PEGASYSTEMS INC. (Exact name of Registrant as specified in its charter) ____________________ Massachusetts 04-2787865 (State or other jurisdiction of incorporation or organization) (IRS Employer Identification No.) One Rogers Street, Cambridge, MA 02142-1209 (Address of principal executive offices, including zip code) (617) 374-9600 (Registrant’s telephone number, including area code) ____________________ Securities registered pursuant to Section 12(b) of the Act: Title of each class Trading symbol(s) Name of each exchange on which registered Common Stock, $.01 par value per share PEGA NASDAQ Global Select Market Securities registered pursuant to Section 12(g) of the Act: None ____________________ Indicate by check mark if the Registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ☒ No ☐ Indicate by check mark if the Registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. Yes ☐ No ☒ Indicate by check mark whether the Registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the Registrant was required to file such reports) and (2) has been subject to such filing requirements for the past 90 days.
    [Show full text]