DOCSLIB.ORG

Digital Reinvention 2016

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Digital Reinvention 2016 Retrouvez les témoignages par chapitrefi DIGITAL REINVENTION 2016 Retrouvez les témoignages par chapitrefi Éric Wepierre | General Mortors France | Président 2 Vivek Badrinath | AccorHotels | Directeur Général Adjoint en charge du Marketing, du Digital, de la Distribution et de l’IT 1, 2, 3, 4 Carline Huslin | Generali France | Directrice Transformation Digitale et Expérience Client Multicanal 1, 2, 3, 4 Christophe Verley | ADEO | Directeur Internet GSB 1, 2, 3, 4 Thierry Benhaim | Grosbill | Directeur Général 1 QUEL ÉTAT DES LIEUX POUR Jean-Christophe Lalanne | Air France-KLM | Directeur Général Adjoint et DSI du Groupe, Membre du Comité Exécutif 1, 3, 4 Thomas Vandeville | Groupama | Directeur de la Transformation Digitale Groupe, Membre du Comité Exécutif 1, 3, 4 LA TRANSFORMATION DIGITALE Nicolas Ferrary | Airbnb France | Country Manager 1, 2, 4 Soren Hagh | Heineken | Executive Director Global Marketing 3 Beyond pilot projects Virginie Fauvel | Allianz France | Directrice Unité Digital et Market Management, Membre du Comité Exécutif 1, 2, 3, 4 Albert Asséraf | JCDecaux | Directeur Général Stratégie, Études et Marketing France 1, 3, 4 DE L’ÉCONOMIE EN 2016 ? Isabelle Moins | Aviva | Directrice des Activités Directes, Digital et Marketing Client, Membre du Comité Exécutif 1, 3, 4 Sébastien Hua | Kering | Directeur e-Commerce et Omnicanal 1, 2, 3 Amélie Oudéa-Castera | AXA France| DGA AXA Particuliers / Professionnels - Directrice Digital, Marque et Partenariats, Membre du Comité Exécutif 2, 3 Nathalie Balla | La Redoute | Président-Directeur Général 1, 3, 4 Erick Bourriot | Groupe Beaumanoir | Directeur du Commerce Connecté 2, 4 Fabien Sfez | Lagardère Active | Directeur Général du Développement Numérique et Technologique 1, 3 Le présent Référentiel répond à cette question Florian Sauvin | Groupe Bel | Chief Digital Officer et Membre du Directoire d’Unibel 1, 2, 3, 4 Stéphane Mariotto | Le Duff | DSI Groupe 2, 3 en s’appuyant sur 65 entretiens avec des diri- Frédéric Mazzella | BlaBlaCar | Fondateur et Président-Directeur Général 1, 2, 3 Romain Liberge | MAIF | Chief Digital Officer 2, 3, 4 geants d’entreprises françaises et internationales, Cristina Cordovez de Villeneuve | BNP Paribas | Chief Digital Transformation Officer 2, 3, 4 Guillaume Sarkozy | Malakoff Médéric | Délégué Général 2, 3, 4 membres de Comex ou de directions générales. Philippe Poirot | Groupe BPCE | Directeur Développement Digital, Transformation et Qualité 1, 2 Hicham Badreddine | Malakoff Médéric | Chief Digital Officer, Membre du Comité de Direction 2, 3, 4 Pascal Buffard | CIGREF | Président 2, 3, 4 Jean-Noël Pénichon | McDonald’s | Vice Président Technologies, en charge du Digital et des Systèmes d’Information 2 Anne Browaeys-Level | Club Méditerranée | Directrice Générale Marketing et Digital 2 Arnaud Deschamps | Nespresso France | Directeur Général , Membre du Comité de Direction 1, 2, 3, 4 En explorant différents secteurs du B2C ou du Magali Noé | CNP Assurances | Chief Digital Officer 2, 3, 4 Samuel Baroukh | Nestlé France | Head of e-Business 2, 3 B2B2C, l’image plus globale d’une phase d’indus- Hugues Le Bret | Compte-Nickel | Fondateur et Président-Directeur Général 1, 2, 4 Thibault Gossé | Numericable SFR | Head of e-Commerce 1, 2, 3, 4 trialisation du digital émerge : au-delà des projets Olivier Gavalda | Crédit Agricole S.A. | Directeur Général Adjoint, Membre du Comité Exécutif 3, 4 Patrice Slupowski | Orange | Vice Président Digital Innovation 2, 3, 4 pilotes et des premiers mouvements, la maturité Serge Magdeleine | Crédit Agricole S.A. | Directeur Marketing Groupe et Digital, Membre du Comité Exécutif 1, 3, 4 Stéphanie Çabale | Orange | Vice Présidente Digital Marketing 1 digitale s’annonce. Jérôme Hombourger | Crédit Agricole CACF | Directeur Général Adjoint, Développement et Stratégie 1, 2, 3 Guillaume Oreckin | Pacifica | Directeur Général Adjoint 3 Christelle Le Berre | Crédit Mutuel Arkéa | Responsable Projet Stratégique, Membre du Comité Exécutif 3 Antonia McCahon | Pernod Ricard | Global Digital Acceleration Director 1, 2, 4 Michael Aidan | Danone | Chief Digital Officer 1, 2, 3, 4 Christophe Leray | PMU | Directeur des Opérations et des SI 1, 4 Christian Lou | Darty | Directeur de la Direction Marketing et Digitalisation, Membre du Comité Exécutif 1, 2 Tom Brady | SABMiller | Group Head Of Digital 2, 3, 4 Yann Aubriet | Darty | Directeur du Développement Digital 1 Gael de Talhouet | SCA | Vice Président Digital Transformation 2, 4 Simon Baldeyrou | Deezer | Directeur Général Adjoint 1 Yves Tyrode | SNCF | Directeur du Digital Membre du Comité Exécutif 1, 2, 3 Venky Balakrishnan Iyer | Diageo | Global Vice President, Digital Innovation 2, 3, 4 Barbara Dalibard | SNCF Voyageurs | Directrice Générale 1, 3 David de Amorim | Docapost | Directeur de l’Innovation 3 Séverin Cabannes | Société Générale | Directeur Général Délégué 2, 3, 4 François Gonczi | EDF | Directeur Numérique d’EDF Commerce 1, 2, 3, 4 Jean-Pierre Remy | SoLocal Group | Directeur Général 2, 4 PILOTES DES PROJETS - AU-DELÀ Hervé-Matthieu Ricour | Engie | Directeur Général France BtoC 1, 3, 4 Roland Harste | Swarovski | Senior Vice President Marketing 2, 3, 4 Christian Buchel | ERDF | Directeur Général Adjoint, Chief Digital & International Officer, Membre du Directoire 3, 4 Thomas Nielsen | Tesco | Chief Digital Officer 1, 3, 4 Guillaume du Gardier | Ferrero France | Directeur du Digtial 2, 4 Marc Gigon | Total | Vice Président Digital Marketing & Services 1, 2, 3 Katia Hersard | Fnac | Directeur e-Commerce et Marketing Groupe, Membre du Comité Exécutif 1, 2, 4 Thierry Elkaim | Transdev | Directeur de la Transformation Digitale 1, 3 Stéphane Pallez | Française des Jeux | Président-Directeur Général 1, 2, 4 Yann Leriche | Transdev | Directeur de la Performance, Membre du Comité Exécutif 1, 2, 3 Caroline Delorme | Galeries Lafayette | Directrice Omnicanal Branche Grands Magasins 2, 4 Catherine Spindler | vente-privee.com | Chief Marketing Officer 1, 2, 4 Gilles de Richemond | VSC Technologies | Directeur Général 2, 3, 4 la suite sur le second rabat... TRANSFORMATION DIGITALE 2016 DIGITALE TRANSFORMATION TABLE OF CONTENTS 2 T INTRODUCTION p. 04 CHAPTER 1: THE DIGITIZATION OF COMPANIES IN 2016: THE NEW RULES p. 07 1.1 Customer relationship, data and new players: the 3 battles for digital in 2016 p. 11 1.2 The level of digital disruption varies according to sectors p. 15 CHAPTER 2: DESPITE MANY EXPERIMENTAL INITIATIVES, BOTH INTERNAL AND EXTERNAL, COMPANIES ARE STILL LAGGING BEHIND PURE PLAYS AND CUSTOMER EXPECTATIONS p. 30 2.1 Faced with market standards set by pure plays, companies adapt by redoubling initiatives p. 34 2.2 Inertial forces still hinder traditional companies' scale-ups and their digital innovation is less advanced than pure plays and customer expectations p. 40 CHAPTER 3: BEST PRACTICES FOR ACCELERATING SCALE-UPS p. 45 3.1 Accelerationg scale-up, the IBM approach p. 49 3.2 The Data-Driven Company, or the overall improvement in competitiveness thanks to internal and external data p. 51 3.3 Digital IT: a more agile and fl exible IT architecture for surviving market change p. 54 3.4 Collaboration is a competitive lever: breaking internal silos and embracing open innovation p. 56 CHAPTER 4: TAKING THE MEASURE OF DIGITAL p. 60 4.1 The BCG approach: An analytic framework for guiding transformation p. 64 4.2 A new chart of skills and job roles p. 66 4.3 More agile governance to transform the company p. 70 CONCLUSION p. 73 CONTRIBUTORS p. 75 ABOUT EBG p. 79 ABOUT BCG p. 81 ABOUT IBM p. 83 3 INTRO- DUC- TION 4 I Digital Reinvention 2016 - Introduction The connected customer no longer simply buys pro- THE DIGITAL MARKET, ducts, but increasingly exchanges services across plat- forms. These services, following the Uber model, can A MODEL FOR THE provoke polemics by disintermediating entire sectors Pof the economy. "Disintermediation": the word signifi es ECONOMY AT LARGE. great upheavals for certain long-standing professions, but also promises great opportunities with the radical reconfi guration of the economic landscape. he explosion of the internet bubble in 2001 seems like a distant memory: since then, the digital eco- T nomy has seen unprecedented growth and seems FROM TRANSFORMATION to be immune to the crisis. In 2015, 83% of European TO DIGITAL REINVENTION households had access to high-speed internet and 90% of French under-35's owned a smartphone. We have also The range of disruptions at work creates untold new seen an explosion in the number of connected devices business opportunities, for the keen eyes who can seize per person: the amount of French people using a mini- them. "We can view digital as a threat, because it upsets mum of 3 devices rose by 25% in 2015. This has direct- the established model and can weaken traditional powers ly resulted in an unparalleled abundance of equipment in the market", explains Séverin Cabannes, Chief Opera- and ecommerce is going mobile, with the boon of in- ting Offi cer of Société Générale. "However, it is primarily creasingly connected consumers. In Europe, 3G mobile an opportunity, which we welcome openly today". networks now have a 90% coverage rate. And there are plenty of opportunities: today, digital E-CONSUMERS MORE AND accounts for 5% of GDP in France, and 6% on average, in MORE ON THE MOVE OECD countries. European countries can expect to see a 2.1% rise in their GDP as a result of the digital economy. Online mobile usage is skyrocketing. Online sales Digital is paving the way for new levers of growth. Big
Load more

Recommended publications
  • The Weather Company History on Demand
    Solution Brief The Weather Company History on Demand Learn from the past’s data to prepare for the future’s business demands Highlights Anecdotes are great for telling stories, but they lose credibility when your near real-time business decisions depend on – Precision them for actionable data. History on Demand (HoD), from The – Accuracy Weather Company, an IBM Business, provides the historical – Speed of scale context we believe you need to extrapolate relationships and – Competetive pricing make correlations with your past business and operational – 35km grid results to help you predict future business needs and – 5+ years historical data outcomes. HoD offers competitively priced and accurate historical weather information, featuring a 35 km worldwide grid and hourly historical information dating back to July 2011. Make global decisions locally HoD provides a worldwide, consistent dataset of the most important and commonly used weather parameters accessible via web API. You can obtain large historical datasets specific to your geography and time without having to rummage through unorganized public datasets. Couple the historical data with your analysis and our forecast products, and you’ll have the tools to help you manage and minimize significant weather impacts on your business and better plan for them in the future. Convenient access in one package HoD offers a comprehensive dataset spanning July 2011 to the present, and new data is regularly added as it becomes available. HoD contains hourly values for surface temperature, wind speed, wind direction, relative humidity, atmospheric pressure, dewpoint and precipitation rate. Access can be gained by latitude/longitude and is supported for a list of latitudinal/longitudinal points, as well as a bounding box specification.
    [Show full text]
  • Spark and DB2 -- a Perfect Couple
    Spark and DB2 -- A perfect couple Pallavi Priyadarshini [email protected] Senior Technical Staff Member Spark Technology Center, IBM Session # E11 | Wed, May 25 (1 PM – 2 PM) | Platform: Cross platform Agenda Objective 1: Spark fundamentals relevant to database integration Objective 2: Integration between Spark and IBM data servers through DataFrame API Objective 3: Loading DB2 data into Spark and writing Spark data into DB2 Objective 4: Spark Use Cases Demo Power of data. Simplicity of design. Speed of innovation. Background What is Spark An Apache Foundation open source project. Not a product. An in-memory compute engine that works with data. Not a data store. Enables highly iterative analysis on large volumes of data at scale Unified environment for data scientists, developers and data engineers Radically simplifies process of developing intelligent apps fueled by data. History of Spark . 2002 – MapReduce @ Google . 2004 – MapReduce paper . 2006 – Hadoop @ Yahoo . 2008 – Hadoop Summit . 2010 – Spark paper . 2014 – Apache Spark top-level . 2014 – 1.2.0 release in December Activity for 6 months in 2014 . 2015 – 1.3.0 release in March (from Matei Zaharia – 2014 Spark Summit . 2015 – 1.5 released in Sep ) . 2016 – 1.6 released in Jan . Spark is HOT!!! . Most active project in Hadoop ecosystem . One of top 3 most active Apache projects . Databricks founded by the creators of Spark from UC Berkeley’s AMPLab Why Spark? Spark is open, accelerating community innovation Spark is fast —100x faster than Hadoop MapReduce Spark is about all data for large-scale data processing Spark supports agile data science to iterate rapidly Spark can be integrated with IBM solutions Our partner ecosystem IBM announces major commitment™ - to advance Apache® Spark The Analytics Operating System …the most significant open source project of the next decade.
    [Show full text]
  • Formatting Guide: Colors & Fonts
    SAAS & CLOUD M&A AND VALUATION UPDATE Q1 2016 BOSTON CHICAGO LONDON LOS ANGELES NEW YORK ORANGE COUNTY PHILADELPHIA SAN DIEGO SILICON VALLEY TAMPA CONTENTS Section Page Introduction . Research Coverage: SaaS & Cloud 3 . Key Takeaways 4-5 M&A Activity & Multiples . M&A Dollar Volume 7 . M&A Transaction Volume 8-10 . LTM Revenue Multiples 11-12 . Revenue Multiples by Segment 13 . Highest Revenue Multiple Transaction for LTM 14 . Notable M&A Transactions 15 . Most Active Buyers 16-17 Public Company Valuation & Operating Metrics . SaaS & Cloud 125 Public Company Universe 19-20 . Recent IPOs 21 . Stock Price Performance 22 . LTM Revenue, EBITDA & P/E Multiples 23-25 . Revenue, EBITDA & EPS Growth 26-28 . Margin Analysis 29-30 . Best / Worst Performers 31-32 Notable Transaction Profiles 34-43 Public Company Trading & Operating Metrics 45-50 Technology & Telecom Team 52 1 INTRODUCTION RESEARCH COVERAGE: SAAS & CLOUD Capstone’s Technology & Telecom Group focuses its research efforts on the follow market segments: ENTERPRISE SAAS & MOBILE & WIRELESS CONSUMER INTERNET CLOUD • Analytics / Business Intelligence • Cloud & IT Infrastructure • Cloud Computing / Storage • Communication & Collaboration • Content Creation & Management • CRM & Customer Services • ERP, Supply Chain & Commerce CONSUMER IT & E-COMMERCE • Finance & Administration TELECOM HARDWARE • Human Resources • Marketing & Advertising • Software Conglomerates • Vertical Markets 3 KEY TAKEAWAYS – M&A ACTIVITY & MULTIPLES LTM M&A dollar volume continued to increase in Q1’16, representing
    [Show full text]
  • Ogeorgia's Economy
    GEORGIA’S CREA TIVE OECONOMY Creative Industries GEORGIA’S 1 Establishments: 11,426 Jobs: 116,5771 Wages: $8.4 billion1 Self-Employed: 58,9592 Earnings: $1.6 billion2 CREA Revenue: $29 billion3 Economic Impact: $48 billion4 Sources: 1EMSI 2013 2Nonemployer Statistics 2012, TIVE 3Creative Industries in the South 2012 4ACPSA Issue Brief #5: ECONOMY The Impact of New Demand for Arts and Culture Film and Television Combined Productions: 158 Direct Spend of Productions: $1.4 billion Direct Jobs: 23,500 Direct and Indirect Jobs: 77,900 Direct and Indirect Wages: $3.8 billion Economic Impact: $5.1 billion Source: Georgia Entertainment Industry Profile FY14 2 Music Direct and Indirect Jobs: 26,2211 Direct and Indirect Wages: $1.1 billion1 Total Revenues to State and Local Governments: $314 million2 1 Economic Impact: $3.6 billion Source: 1Estimated Economic Impact of the Music Industry on Georgia’s Metropolitan Areas and the State, 2014 2Source: Economic and Fiscal Impact Analysis of the Music Industry in Georgia, 2011 Digital Entertainment Direct Jobs: 1,824 Direct and Indirect Jobs: 8,719 Wages: $528 million Revenue: $758 million State Tax Revenue: $49 million Exports: $47 million Economic Impact: $1.9 billion Source: Georgia’s Digital Entertainment Industry, 2012 3 Arts & Culture Organizations: 2,3911 Jobs: 24,2282 Wages: $478 million2 Revenue: $1.1 billion3 Assets: $2.5 billion4 Economic Impact: $1.8 billion5 Source: 1National Center for Charitable Statistics, 2013 2Economic Census, 2007 and Nonemployer Statistics, 2012 3National Center for Charitable Statistics, 2013 and Nonemployer Statistics, 2012 4National Center for Charitable Statistics, 2013 5ACPSA Issue Brief #5: The Impact of New Demand for Arts and Culture 4 GEORGIA COUNCIL FOR THE ARTS A division of the Georgia Department of Economic Development, Georgia Council for the Arts (GCA) empowers the arts industry in Georgia and artists around the state to cultivate healthy, vibrant communities that are rich in civic participation, cultural experiences, and economic prosperity.
    [Show full text]
  • IBM Services ISMS / PIMS Products / Pids in Scope
    1H 2021 Certified Product List IBM services ISMS/PIMS Product/Service Offerings/PIDs in scope The following is a list of products associated with the offering bundles in scope of the IBM services information security management system (ISMS). The Cloud services ISMS has been certified on: ISO/IEC 27001:2013 ISO/IEC 27017:2015 ISO/IEC 27018:2019 ISO/IEC 27701:2019 As well as the IBM Cloud Services STAR Self-Assessment found here: This listing is current as of 07/20/2021 IBM Cloud Services STAR Self-Assessment Cloud Controls Matrix v3.0.1 https://cloudsecurityalliance.org/registry/ibm-cloud/ To find out more about IBM Cloud compliance go to: https://www.ibm.com/cloud/compliance/global type groupNameproductName pids ISO Group AccessHub-at-IBM Offering AccessHub-at-IBM N/A ISO Group AI Applications - Maximo and TRIRIGA Offering IBM Enterprise Asset Management Anywhere on Cloud (Maximo) 5725-Z55 Offering IBM Enterprise Asset Management Anywhere on Cloud (Maximo) Add-On 5725-Z55 Offering IBM Enterprise Asset Management on Cloud (Maximo) Asset Configuration Manager Add-On 5725-P73 Offering IBM Enterprise Asset Management on Cloud (Maximo) Aviation Add-On 5725-P73 Offering IBM Enterprise Asset Management on Cloud (Maximo) Calibration Add-On 5725-P73 Offering IBM Enterprise Asset Management on Cloud (Maximo) for Managed Service Provider Add-On 5725-P73 Offering IBM Enterprise Asset Management on Cloud (Maximo) Health, Safety and Environment Manager Add-On 5725-P73 Offering IBM Enterprise Asset Management on Cloud (Maximo) Life Sciences Add-On
    [Show full text]
  • Weather Company Alerts Console
    2 August 2 021 May 2019 Alerts Console Weather Company USER GUIDE ALERTS CONSOLE 2 COPYRIGHT © 2021 The Weather Company, an IBM Business © 2016 IBM Corporation All Rights Reserved; Confidential Material T he Weather Company 4 00 Minuteman Road Andover, MA 01810 DOCUMENT INFORMATION Weather Alerts User Guide Last updated August 10, 2 021 © 2021 The Weather Company, an IBM Business © 2016 IBM Corporation ALERTS CONSOLE 3 CONTENTS ABOUT THIS GUIDE ............................................................................................................................................... 4 Related resources .................................................................................................................................... 4 Getting help .............................................................................................................................................. 4 OVERVIEW OF WEATHER ALERTS ...................................................................................................................... 5 Scenario: Improving customer loyalty through alerts ............................................................................... 5 Technical requirements and compatibility ................................................................................................ 5 Planning your alert service ....................................................................................................................... 6 Setting up Weather Alerts .......................................................................................................................
    [Show full text]
  • Corporate Responsibility Report 2 2016 IBM Corporate Responsibility Report
    2016 Corporate Responsibility Report 2 2016 IBM Corporate Responsibility Report 3 Chairman’s letter 4 Year in review 8 Our approach to corporate responsibility 12 Awards and recognition 14 Performance summary 18 Communities 34 The IBMer 42 Environment 84 Supply chain 98 Governance About this report IBM’s annual Corporate Responsibility Report is published during the Unless otherwise noted, the data in this report covers our global second quarter of the subsequent calendar year. This report covers operations. Information about our business and financial performance is our performance in 2016 and some notable activities during the first half provided in our 2016 Annual Report. IBM did not employ an external of 2017. agency or organization to audit the 2016 Corporate Responsibility Report. In selecting the content for inclusion in our 2016 report, we have used the As we continue our journey to transform IBM into a cognitive solutions and Global Reporting Initiative (GRI) reporting principles of materiality, cloud platform company, we regularly review our strategy and approach sustainability context, stakeholder inclusiveness, and completeness. A to corporate responsibility. This ongoing analysis helps us to identify and GRI report utilizing the GRI G4 Sustainability Guidelines, as well as prioritize the issues of relevance to our business and our stakeholders. In additional details about IBM’s corporate responsibility activities and 2014 we engaged Business for Social Responsibility, a global nonprofit performance, can be found at our corporate responsibility website. business network and consultancy dedicated to sustainability, to conduct a materiality analysis. That analysis maps corporate responsibility priorities to IBM’s business strategy, stakeholders, and impact on global society.
    [Show full text]
  • Identifying Your Contributions in an Evolving
    The Global high-Resolution Atmospheric Forecast (GRAF) System: Advancing NWP through Strategic Partnerships Kevin R. Petty, Ph.D. Director of Science and Forecast Operations The Weather Company/IBM WMO OCP May 2021 Courtesy NCAR The Weather Company, an IBM Business / May 26, 2021 / © 2021 IBM Corporation GOALS AND CONSIDERATIONS Remain at the forefront of weather forecasting science and technology Advance the TWC/IBM forecast stack, with a focus on global, convective-allowing, rapidly-updating NWP Generate measurable, operational results on a relatively short time horizon (i.e., < 2years) Ensure initial investments result in sustainable, long- term capabilities that can be continually improved Leverage trusted, capable partners that have well- aligned objectives The Weather Company, an IBM Business / May 26, 2021 / © 2021 IBM Corporation KEY PARTNERS IN THE OPERATIONAL IMPLEMENTATION OF GRAF IBM Research IBM Systems NCAR Facilitate top performance on IBM Design and deliver the Power9 GPU- Lead the development of the GPU- systems, with a particular focus on based HPC upon which the GRAF accelerated MPAS system and work code optimization system operates with TWC to ensure optimal forecast output from IBM GRAF NVIDIA TWC/IBM Univ. of Washington Deliver knowledge and resources Testing, implementation and Support the porting of MPAS code aimed at supporting code operation of the MPAS core, as well and work in parallel on exploring optimization on GPU technology as advancements related to TWC- new, novel data sources that have specific goals and requirements the potential to contribute to improved weather forecasts The Weather Company, an IBM Business / May 26, 2021 / © 2021 IBM Corporation GLOBAL WEATHER ENTERPRISE Delivering public programs, goods, or Supplying products, services, and services (national, state, local) solutions targeting B2B and B2C markets Public Private Society Academic CBOs Provide core education and research NGOs Community-Based Organizations: elements Dedicated to working at a local level to improve life for residents.
    [Show full text]
  • IBM Pricing Index New.Xlsx
    Appendix C Pricing Index DIR-TSO-3996 International Business Machines Corporation (IBM) DIR Customer Product Category Product Description Discount % off MSRP * IBM POWER SYSTEM POWER-SYSTEM Hardware Rack 26.00% POWER-SYSTEM Hardware Hardware Console 15.00% POWER-SYSTEM Hardware Scale Out and Enterprise Servers 15.00% POWER SYSTEM Software p: AIX, Linux and System Software, Compilers, HMC 26.00% POWER SYSTEM Software i: System software 18.00% IBM z Systems Mainframe Class Servers IBM z Systems Family of Servers IBM Mainframe Product Family 0.75% IBM Z Systems Mainframe Class Servers - Software z Software z OTC (One Time Charge) and MLC (Monthly License Charge 15.00% Exclusions - DB2 QMF for z/OS, VUE products and zIPLA S&S are excluded from this discounting schedule HARDWARE - IBM Storage Solutions Storage Solutions Big Data, Flash, Hybrid,Tape and SAN 25.00% IBM SYSTEM STOARGE SOFTWARE NON Passport Advantage System Storage Software not in PPA 15.00% Other IBM Systems Solutions IBM Systems Solutions Other Systems - Hardware / Software 0.75% SOFTWARE IBM Passport Advantage (PPA) IBM Passport Advantage software Passport Advantage Software - Perpetual 15.00% IBM Passport Advantage software Passport Advantage Software - Perpetual - Education Entities ONLY 60.00% IBM Passport Advantage software Software as a Service (SaaS)* 3.00% IBM Passport Advantage software Software Monthly License Charge 2.00% * excluding those SaaS products for which IBM has not established Relative Selling Price (RSP) IBM Watson Health Solutions Watson Health IBM Watson
    [Show full text]
  • The Weather Company, an IBM Business, Helps People Make Informed Expands Decisions and Take Action in the Face of Weather
    Business challenge The Weather Company’s websites serve millions of users per day. When extreme weather hits and usage peaks, the sites must be at their fastest and most reliable to provide the information people need to stay safe. Transformation To optimize for elasticity in handling extreme spikes in demand, The Weather Company worked with IBM to migrate Chris Hill, VP and its web platform quickly and seamlessly Chief Information and from its existing cloud provider to the Technology Officer for IBM Watson Media and IBM® Cloud™. Weather Business benefits: “IBM Cloud is the perfect The Weather Company, engine to power the world’s largest weather Unlocks an IBM Business websites and deliver the significant cost savings on fastest, most accurate cloud hosting and support Migrating the world’s top weather insight to millions of users around the globe.” weather web property to Chris Hill VP, CIO and CTO Accelerates IBM Watson Media and Weather deployment of new services a secure, scalable global with Kubernetes architecture in the IBM Cloud The Weather Company, an IBM Business, helps people make informed Expands decisions and take action in the face of weather. The company offers the most global reach with access accurate forecasts globally with personalized and actionable weather data to a larger number of data and insights to millions of consumers, as well as thousands of marketers and Share this centers in local markets businesses via Weather’s API, its business solutions division, and its own digital products from The Weather Channel
    [Show full text]
  • Corporate Responsibility Report 2020 Environmental Results to Removing More Than 11,000 Passenger Vehicles from the Road During the Year
    2020 Corporate Responsibility Report Letter from the Chairman and CEO While the events of 2020 have tested and tried the world’s resolve in entirely new ways, they also revealed humanity’s determination to adapt and emerge stronger. It was a profound reminder that, when pressed for more, individuals and organizations will rise to reinvent themselves and apply ingenuity to the most challenging of societal problems. I am extremely proud of the work that IBMers have done to combat the global COVID-19 emergency, address systemic racism and establish new protocols for the future of work. At IBM: – We led with purpose and culture, empowering the IBMer at the center of our efforts. As IBM focuses on leadership in the era of hybrid cloud and AI, we are taking a number of decisive steps to create a culture where all employees can thrive. In March 2020, we transitioned 95 percent of IBMers to remote work within days, and throughout the year, we launched global initiatives to support the health and well-being of IBMers amid the pandemic. Today, we are shaping the future of work for a post-COVID era, building on our longtime approach to flexible and collaborative innovation. We are making every effort to address employee needs and commitments for empathy, transparency and social responsibility in this new era. Arvind Krishna Chairman and – We applied science and technology to accelerate Chief Executive Officer discovery, provide trusted information and respond resiliently to the pandemic. We helped organize the High – We reinforced our fight against climate change with Performance Computing Consortium to equip scientists leadership and innovation.
    [Show full text]
  • Healthcare Cost in the Long Term, and Significantly Reduce the High Administrative Fees Doctors Expend in Their Practices
    Spring 2014 Industry Study Final Report Health Care Industry The Eisenhower School for National Security and Resource Strategy National Defense University Fort Lesley J. McNair, Washington, D.C. 20319-5062 ii HEALTH CARE 2014 Abstract: Former Chairman of Joint Chiefs of Staff Adm. Mike Mullen stated that the most significant threat to our national security is the US debt.1 Adm. Mullen’s rationale was that mandatory government funding of debt payments has potential to crowd out areas of discretionary funding such as defense. Similar to the debt crisis, rising federal health care costs in the non-discretionary Medicare and Medicaid programs have potential to squeeze defense budgets. Health care costs are a growing share of business and individuals expenses. The Patient Protection and Affordable Care Act (PPACA) attempts to address rising costs, access to health care and improve quality of care. The PPACA triple aim of cost, access and quality are the basis for this paper’s recommendations. The thesis of this paper is that the value of America’s health care system can be improved by reducing costs, increasing access and improving the quality of care. This paper focuses on select provisions and policy changes that will improve the value of America’s health care system by increasing access, improving quality, and controlling costs. Lt Col Jon Bakonyi, US Air Force COL Stephen Bowles, US Army COL Daniel Brookhart, US Army Lt Col Burton Catledge, US Air Force Ms. Maureen Danzot, Dept of Sate Lt Col Scott Gondek, US Marine Corps CDR Wistar Hardison, US Navy Col Clarence Johnson, US Air Force Mr.
    [Show full text]