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  • Buisness Rule and Process Management?

    - by elgcom
    After some searching in google and wikipedia, I still can not get a clear image about the "difference" between BRMS (Business Rule Management System) and BPM (Business process management)/workflow system. can those two concepts do the same thing from each other? (theoretically) A "rule" can be modeled as a "process" as well. isn't it?

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  • Social Business Forum Milano: Day 1

    - by me
    div.c50 {font-family: Helvetica;} div.c49 {position: relative; height: 0px; overflow: hidden;} span.c48 {color: #333333; font-size: 14px; line-height: 18px;} div.c47 {background-color: #ffffff; border-left: 1px solid rgba(0, 0, 0, 0.098); border-right: 1px solid rgba(0, 0, 0, 0.098); background-clip: padding-box;} div.c46 {color: #666666; font-family: arial, helvetica, sans-serif; font-weight: normal} span.c45 {line-height: 14px;} div.c44 {border-width: 0px; font-family: arial, helvetica, sans-serif; margin: 0px; outline-width: 0px; padding: 0px 0px 10px; vertical-align: baseline} div.c43 {border-width: 0px; margin: 0px; outline-width: 0px; padding: 0px 0px 10px; vertical-align: baseline;} p.c42 {color: #666666; font-family: arial, helvetica, sans-serif} span.c41 {line-height: 14px; font-size: 11px;} h2.c40 {font-family: arial, helvetica, sans-serif} p.c39 {font-family: arial, helvetica, sans-serif} span.c38 {font-family: arial, helvetica, sans-serif; font-size: 80%; font-weight: bold} div.c37 {color: #999999; font-size: 14px; font-weight: normal; line-height: 18px} div.c36 {background-clip: padding-box; background-color: #ffffff; border-bottom: 1px solid #e8e8e8; border-left: 1px solid rgba(0, 0, 0, 0.098); border-right: 1px solid rgba(0, 0, 0, 0.098); cursor: pointer; margin-left: 58px; min-height: 51px; padding: 9px 12px; position: relative; z-index: auto} div.c35 {background-clip: padding-box; background-color: #ffffff; border-bottom: 1px solid #e8e8e8; border-left: 1px solid rgba(0, 0, 0, 0.098); border-right: 1px solid rgba(0, 0, 0, 0.098); cursor: pointer; margin-left: 58px; min-height: 51px; padding: 9px 12px; position: relative} div.c34 {overflow: hidden; font-size: 12px; padding-top: 1px;} ul.c33 {padding: 0px; margin: 0px; list-style-type: none; opacity: 0;} li.c32 {display: inline;} a.c31 {color: #298500; text-decoration: none; outline-width: 0px; font-size: 12px; margin-left: 8px;} a.c30 {color: #999999; text-decoration: none; outline-width: 0px; font-size: 12px; float: left; margin-right: 2px;} strong.c29 {font-weight: normal; color: #298500;} span.c28 {color: #999999;} div.c27 {font-family: arial, helvetica, sans-serif; margin: 0px; word-wrap: break-word} span.c26 {border-width: 0px; width: 48px; height: 48px; border-radius: 5px 5px 5px 5px; position: absolute; top: 12px; left: 12px;} small.c25 {font-size: 12px; color: #bbbbbb; position: absolute; top: 9px; right: 12px; float: right; margin-top: 1px;} a.c24 {color: #999999; text-decoration: none; outline-width: 0px; font-size: 12px;} h3.c23 {font-family: arial, helvetica, sans-serif} span.c22 {font-family: arial, helvetica, sans-serif} div.c21 {display: inline ! important; font-weight: normal} span.c20 {font-family: arial, helvetica, sans-serif; font-size: 80%} a.c19 {font-weight: normal;} span.c18 {font-weight: normal;} div.c17 {font-weight: normal;} div.c16 {margin: 0px; word-wrap: break-word;} a.c15 {color: #298500; text-decoration: none; outline-width: 0px;} strong.c14 {font-weight: normal; color: inherit;} span.c13 {color: #7eb566; text-decoration: none} span.c12 {color: #333333; font-family: arial, helvetica, sans-serif; font-size: 14px; line-height: 18px} a.c11 {color: #999999; text-decoration: none; outline-width: 0px;} span.c10 {font-size: 12px; color: #999999; direction: ltr; unicode-bidi: embed;} strong.c9 {font-weight: normal;} span.c8 {color: #bbbbbb; text-decoration: none} strong.c7 {font-weight: bold; color: #333333;} div.c6 {font-family: arial, helvetica, sans-serif; font-weight: normal} div.c5 {font-family: arial, helvetica, sans-serif; font-size: 80%; font-weight: normal} p.c4 {font-family: arial, helvetica, sans-serif; font-size: 80%; font-weight: normal} h3.c3 {font-family: arial, helvetica, sans-serif; font-weight: bold} span.c2 {font-size: 80%} span.c1 {font-family: arial,helvetica,sans-serif;} Here are my impressions of the first day of the Social Business Forum in Milano A dialogue on Social Business Manifesto - Emanuele Scotti, Rosario Sica The presentation was focusing on Thesis and Anti-Thesis around Social Business My favorite one is: Peter H. Reiser ?@peterreiser social business manifesto theses #2: organizations are conversations - hello Oracle Social Network #sbf12 Here are the Thesis (auto-translated from italian to english) From Stress to Success - Pragmatic pathways for Social Business - John Hagel John Hagel talked about challenges of deploying new social technologies. Below are some key points participant tweeted during the session. 6hRhiannon Hughes ?@Rhi_Hughes Favourite quote this morning 'We need to strengthen the champions & neutralise the enemies' John Hagel. Not a hard task at all #sbf12 Expand Reply Retweet Favorite 8hElena Torresani ?@ElenaTorresani Minimize the power of the enemies of change. Maximize the power of the champions - John Hagel #sbf12 Expand Reply Retweet Favorite 8hGaetano Mazzanti ?@mgaewsj John Hagel change: minimize the power of the enemies #sbf12 Expand Reply Retweet Favorite 8hGaetano Mazzanti ?@mgaewsj John Hagel social software as band-aid for poor leadtime/waste management? mmm #sbf12 Expand Reply Retweet Favorite 8hElena Torresani ?@ElenaTorresani "information is power. We need access to information to get power"John Hagel, Deloitte &Touche #sbf12http://instagr.am/p/LcjgFqMXrf/ View photo Reply Retweet Favorite 8hItalo Marconi ?@italomarconi Information is power and Knowledge is subversive. John Hagel#sbf12 Expand Reply Retweet Favorite 8hdanielce ?@danielce #sbf12 john Hagel: innovation is not rational. from Milano, Milano Reply Retweet Favorite 8hGaetano Mazzanti ?@mgaewsj John Hagel: change is a political (not rational) process #sbf12 Expand Reply Retweet Favorite Enterprise gamification to drive engagement - Ray Wang Ray Wang did an excellent speech around engagement strategies and gamification More details can be found on the Harvard Business Review blog Panel Discussion: Does technology matter? Understanding how software enables or prevents participation Christian Finn, Ram Menon, Mike Gotta, moderated by Paolo Calderari Below are the highlights of the panel discussions as live tweets: 2hPeter H. Reiser ?@peterreiser @cfinn Q: social silos: mega trend social suites - do we create social silos + apps silos + org silos ... #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @cfinn A: Social will be less siloed - more integrated into application design. Analyatics is key to make intelligent decisions #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta - A: its more social be design then social by layer - Better work experience using social design. #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Ram Menon: A: Social + Mobile + consumeration is coming together#sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Q: What is the evolution for social business solution in the next 4-5 years? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @cfinn Adoption: A: User experience is king - no training needed - We let you participate into a conversation via mobile and email#sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta A:Adoption - how can we measure quality? Literacy - Are people get confident to talk to a invisible audience ? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Ram Meno: A:Adoption - What should I measure ? Depend on business goal you want to active? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Q: How can technology facilitate adoption #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser #sbf12 @cfinn @mgotta Ram Menon at panel discussion about social technology @oraclewebcenter http://pic.twitter.com/Pquz73jO View photo Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Ram Menon: 100% of data is in a system somewhere. 100% of collective intelligence is with people. Social System bridge both worlds Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser #sbf12 @MikeGotta Adoption is specific to the culture of the company Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @cfinn - drive adoption is important @MikeGotta - activity stream + watch list is most important feature in a social system #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta Why just adoption? email as 100% adoption? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta Ram Menon respond: there is only 1 questions to ask: What is the adoption? #sbf12 @socialadoption you like this ? #sbf12 Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser @MikeGotta - just replacing old technology (e.g. email) with new technology does not help. we need to change model/attitude #sbf12 Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser Ram Menon: CEO mandated to replace 6500 email aliases with Social Networking Software #sbf12 Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser @MikeGotta A: How to bring interface together #sbf12 . Going from point tools to platform, UI, Architecture + Eco-system is important Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser Q: How is technology important in Social Business #sbf12 A:@cfinn - technology is enabler , user experience -easy of use is important Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser @cfinn particiapte in panel "Does technology matter? Understanding how software enables or prevents participation" #sbf #webcenter

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  • Business Process Management – What’s new in Oracle BPM 11.1.1.7.0 Webcast July 4th 2013

    - by JuergenKress
    Business-Driven. Complete. Best Practice. Business processes are at the heart of what makes or breaks a business—and what differentiates it from the competition. Business processes that deliver operational efficiency, business visibility, excellent customer experience, and agility give the enterprise an edge over the competition. Business managers need process management tools that enable them to make impactful changes. Oracle has been always a leader in this area and the new version of Oracle BPM 11g takes that even further by providing complete web based process modeling, simulation and implementation including designing the user interface and business logic. That provides business users with ability to take complete control over the business processes without sacrificing the vast service integration capabilities delivered traditionally by IT using SOA approach. Oracle Business Process Management is the industry's most complete and business user-friendly BPM solution. Register today for this webcast and find out more on the latest and most exciting new features which are now available in Oracle BPM Suite. Agenda Introduction do Oracle BPM 11g Exciting new features in this release Revamped Process Composer Simulations Web Forms Process Player Adaptive Case Management Instance Revisioning Other features Demonstration Q&A For details please visit the registration page. SOA & BPM Partner Community For regular information on Oracle SOA Suite become a member in the SOA & BPM Partner Community for registration please visit www.oracle.com/goto/emea/soa (OPN account required) If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Facebook Wiki Mix Forum Technorati Tags: BPM,Webcast,education,SOA Community,Oracle SOA,Oracle BPM,Community,OPN,Jürgen Kress

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  • The Business of Winning Innovation: An Exclusive Blog Series

    - by Kerrie Foy
    "The Business of Winning Innovation” is a series of articles authored by Oracle Agile PLM experts on what it takes to make innovation a successful and lucrative competitive advantage. Our customers have proven Agile PLM applications to be enormously flexible and comprehensive, so we’ve launched this article series to showcase some of the most fascinating, value-packed use cases. In this article by Keith Colonna, we kick-off the series by taking a look at the science side of innovation within the Consumer Products industry and how PLM can help companies innovate faster, cheaper, smarter. This article will review how innovation has become the lifeline for growth within consumer products companies and how certain companies are “winning” by creating a competitive advantage for themselves by taking a more enterprise-wide,systematic approach to “innovation”.   Managing the Science of Innovation within the Consumer Products Industry By: Keith Colonna, Value Chain Solution Manager, Oracle The consumer products (CP) industry is very mature and competitive. Most companies within this industry have saturated North America (NA) with their products thus maximizing their NA growth potential. Future growth is expected to come from either expansion outside of North America and/or by way of new ideas and products. Innovation plays an integral role in both of these strategies, whether you’re innovating business processes or the products themselves, and may cause several challenges for the typical CP company, Becoming more innovative is both an art and a science. Most CP companies are very good at the art of coming up with new innovative ideas, but many struggle with perfecting the science aspect that involves the best practice processes that help companies quickly turn ideas into sellable products and services. Symptoms and Causes of Business Pain Struggles associated with the science of innovation show up in a variety of ways, like: · Establishing and storing innovative product ideas and data · Funneling these ideas to the chosen few · Time to market cycle time and on-time launch rates · Success rates, or how often the best idea gets chosen · Imperfect decision making (i.e. the ability to kill projects that are not projected to be winners) · Achieving financial goals · Return on R&D investment · Communicating internally and externally as more outsource partners are added globally · Knowing your new product pipeline and project status These challenges (and others) can be consolidated into three root causes: A lack of visibility Poor data with limited access The inability to truly collaborate enterprise-wide throughout your extended value chain Choose the Right Remedy Product Lifecycle Management (PLM) solutions are uniquely designed to help companies solve these types challenges and their root causes. However, PLM solutions can vary widely in terms of configurability, functionality, time-to-value, etc. Business leaders should evaluate PLM solution in terms of their own business drivers and long-term vision to determine the right fit. Many of these solutions are point solutions that can help you cure only one or two business pains in the short term. Others have been designed to serve other industries with different needs. Then there are those solutions that demo well but are owned by companies that are either unable or unwilling to continuously improve their solution to stay abreast of the ever changing needs of the CP industry to grow through innovation. What the Right PLM Solution Should Do for You Based on more than twenty years working in the CP industry, I recommend investing in a single solution that can help you solve all of the issues associated with the science of innovation in a totally integrated fashion. By integration I mean the (1) integration of the all of the processes associated with the development, maintenance and delivery of your product data, and (2) the integration, or harmonization of this product data with other downstream sources, like ERP, product catalogues and the GS1 Global Data Synchronization Network (or GDSN, which is now a CP industry requirement for doing business with most retailers). The right PLM solution should help you: Increase Revenue. A best practice PLM solution should help a company grow its revenues by consolidating product development cycle-time and helping companies get new and improved products to market sooner. PLM should also eliminate many of the root causes for a product being returned, refused and/or reclaimed (which takes away from top-line growth) by creating an enterprise-wide, collaborative, workflow-driven environment. Reduce Costs. A strong PLM solution should help shave many unnecessary costs that companies typically take for granted. Rationalizing SKU’s, components (ingredients and packaging) and suppliers is a major opportunity at most companies that PLM should help address. A natural outcome of this rationalization is lower direct material spend and a reduction of inventory. Another cost cutting opportunity comes with PLM when it helps companies avoid certain costs associated with process inefficiencies that lead to scrap, rework, excess and obsolete inventory, poor end of life administration, higher cost of quality and regulatory and increased expediting. Mitigate Risk. Risks are the hardest to quantify but can be the most costly to a company. Food safety, recalls, line shutdowns, customer dissatisfaction and, worst of all, the potential tarnishing of your brands are a few of the debilitating risks that CP companies deal with on a daily basis. These risks are so uniquely severe that they require an enterprise PLM solution specifically designed for the CP industry that safeguards product information and processes while still allowing the art of innovation to flourish. Many CP companies have already created a winning advantage by leveraging a single, best practice PLM solution to establish an enterprise-wide, systematic approach to innovation. Oracle’s Answer for the Consumer Products Industry Oracle is dedicated to solving the growth and innovation challenges facing the CP industry. Oracle’s Agile Product Lifecycle Management for Process solution was originally developed with and for CP companies and is driven by a specialized development staff solely focused on maintaining and continuously improving the solution per the latest industry requirements. Agile PLM for Process helps CP companies handle all of the processes associated with managing the science of the innovation process, including: specification management, new product development/project and portfolio management, formulation optimization, supplier management, and quality and regulatory compliance to name a few. And as I mentioned earlier, integration is absolutely critical. Many Oracle CP customers, both with Oracle ERP systems and non-Oracle ERP systems, report benefits from Oracle’s Agile PLM for Process. In future articles we will explain in greater detail how both existing Oracle customers (like Gallo, Smuckers, Land-O-Lakes and Starbucks) and new Oracle customers (like ConAgra, Tyson, McDonalds and Heinz) have all realized the benefits of Agile PLM for Process and its integration to their ERP systems. More to Come Stay tuned for more articles in our blog series “The Business of Winning Innovation.” While we will also feature articles focused on other industries, look forward to more on how Agile PLM for Process addresses innovation challenges facing the CP industry. Additional topics include: Innovation Data Management (IDM), New Product Development (NPD), Product Quality Management (PQM), Menu Management,Private Label Management, and more! . Watch this video for more info about Agile PLM for Process

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  • How to Secure a Data Role by Multiple Business Units

    - by Elie Wazen
    In this post we will see how a Role can be data secured by multiple Business Units (BUs).  Separate Data Roles are generally created for each BU if a corresponding data template generates roles on the basis of the BU dimension. The advantage of creating a policy with a rule that includes multiple BUs is that while mapping these roles in HCM Role Provisioning Rules, fewer number of entires need to be made. This could facilitate maintenance for enterprises with a large number of Business Units. Note: The example below applies as well if the securing entity is Inventory Organization. Let us take for example the case of a user provisioned with the "Accounts Payable Manager - Vision Operations" Data Role in Fusion Applications. This user will be able to access Invoices in Vision Operations but will not be able to see Invoices in Vision Germany. Figure 1. A User with a Data Role restricting them to Data from BU: Vision Operations With the role granted above, this is what the user will see when they attempt to select Business Units while searching for AP Invoices. Figure 2.The List Of Values of Business Units is limited to single one. This is the effect of the Data Role granted to that user as can be seen in Figure 1 In order to create a data role that secures by multiple BUs,  we need to start by creating a condition that groups those Business Units we want to include in that data role. This is accomplished by creating a new condition against the BU View .  That Condition will later be used to create a data policy for our newly created Role.  The BU View is a Database resource and  is accessed from APM as seen in the search below Figure 3.Viewing a Database Resource in APM The next step is create a new condition,  in which we define a sql predicate that includes 2 BUs ( The ids below refer to Vision Operations and Vision Germany).  At this point we have simply created a standalone condition.  We have not used this condition yet, and security is therefore not affected. Figure 4. Custom Role that inherits the Purchase Order Overview Duty We are now ready to create our Data Policy.  in APM, we search for our newly Created Role and Navigate to “Find Global Policies”.  we query the Role we want to secure and navigate to view its global policies. Figure 5. The Job Role we plan on securing We can see that the role was not defined with a Data Policy . So will create one that uses the condition we created earlier.   Figure 6. Creating a New Data Policy In the General Information tab, we have to specify the DB Resource that the Security Policy applies to:  In our case this is the BU View Figure 7. Data Policy Definition - Selection of the DB Resource we will secure by In the Rules Tab, we  make the rule applicable to multiple values of the DB Resource we selected in the previous tab.  This is where we associate the condition we created against the BU view to this data policy by entering the Condition name in the Condition field Figure 8. Data Policy Rule The last step of Defining the Data Policy, consists of  explicitly selecting  the Actions that are goverened by this Data Policy.  In this case for example we select the Actions displayed below in the right pane. Once the record is saved , we are ready to use our newly secured Data Role. Figure 9. Data Policy Actions We can now see a new Data Policy associated with our Role.  Figure 10. Role is now secured by a Data Policy We now Assign that new Role to the User.  Of course this does not have to be done in OIM and can be done using a Provisioning Rule in HCM. Figure 11. Role assigned to the User who previously was granted the Vision Ops secured role. Once that user accesses the Invoices Workarea this is what they see: In the image below the LOV of Business Unit returns the two values defined in our data policy namely: Vision Operations and Vision Germany Figure 12. The List Of Values of Business Units now includes the two we included in our data policy. This is the effect of the data role granted to that user as can be seen in Figure 11

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  • What is the Your Favorite Managed Anti-Virus for a Small Workgroup (under 25 Machines)? [closed]

    - by arrocharJames
    I am a solo IT employee for a small company that has a couple of servers and 10 workstations (Windows and Mac, Macs do not run AV software). I want to centrally manage Anti-Virus for all the computers with some sort of control panel. I have been using Symantec Corporate versions for years, but the latest version (Symantec Endpoint Protection 11.x) is totally over-complicated, and aimed at enterprises with 1000s of computers. Can anyone recommend something reliable, centrally managed, and simple?

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  • Oracle Database 11.2.0.4 Certified with EBS on Microsoft Windows Server

    - by John Abraham
    As a follow up to to a previous announcement, Oracle Database 11g Release 2 (11.2.0.4) is now certified with Oracle E-Business Suite Release 11i and Release 12 on the following Microsoft Windows Server operating systems: Release 12.2 (12.2.3 and higher): Microsoft Windows x64 (64-bit) (2008 R2) Release 12.1 (12.1.1 and higher): Microsoft Windows Server (32-bit) (2003, 2008) Microsoft Windows x64 (64-bit) (20031, 20081, 2008 R22) Release 12.0 (12.0.4 and higher): Microsoft Windows Server (32-bit) (2003) Microsoft Windows x64 (64-bit) (2003, 2008, 2008 R2)1 Release 11i (11.5.10.2 + ATG PF.H RUP 6 and higher):: Microsoft Windows Server (32-bit) (2003, 20081) Microsoft Windows x64 (64-bit) (2003, 2008, 2008 R2)1 Notes: 1: This OS is a 'database tier only' or 'split tier configuration' platform where the application tier must be on a fully certified E-Business Suite platform. 2: This OS is a 'database tier only' platform for Release 11i. For 12.1.1 or higher, it is also supported on the application tier via the migration process outlined in My Oracle Support Document 1188535.1. This announcement for Oracle E-Business Suite 11i and R12 includes: Oracle Database 11gR2 version 11.2.0.4 Oracle Database 11gR2 version 11.2.0.4 Real Application Clusters (RAC) Oracle Database Vault 11gR2 version 11.2.0.4 Transparent Data Encryption (Column Encryption) using Oracle Database 11gR2 version 11.2.0.4 TDE Tablespace Encryption using Oracle Database 11gR2 version 11.2.0.4 Advanced Security Option (ASO)/Advanced Networking Option (ANO) with Oracle Database 11gR2 version 11.2.0.4 Export/Import Process for Oracle E-Business Suite Release 11i and Release 12 Database Instances Transportable Database and Transportable Tablespaces Data Migration Processes for Oracle E-Business Suite Release 11i and Release 12 Certification data in My Oracle Support (http://support.oracle.com) has been updated with this certification - please review the documents below for all requirements and additional details: Where can I find more information? MOS Document 881505.1 - Interoperability Notes - Oracle E-Business Suite Release 11i with Oracle Database 11g Release 2 (11.2.0) MOS Document 1058763.1 - Interoperability Notes - Oracle E-Business Suite Release 12 with Oracle Database 11g Release 2 (11.2.0) MOS Dcoument 1623879.1 - Interoperability Notes - Oracle E-Business Suite Release 12.2 with Oracle Database 11g Release 2 (11.2.0) MOS Document 1091086.1 - Integrating Oracle E-Business Suite Release 11i with Oracle Database Vault 11gR2 MOS Document 1091083.1 - Integrating Oracle E-Business Suite Release 12 with Oracle Database Vault 11gR2 MOS Document 216205.1 - Database Initialization Parameters for Oracle E-Business Suite 11i MOS Document 396009.1 - Database Initialization Parameters for Oracle Applications Release 12 MOS Document 823586.1 - Using Oracle 11g Release 2 Real Application Clusters with Oracle E-Business Suite Release 11i MOS Document 823587.1 - Using Oracle 11g Release 2 Real Application Clusters with Oracle E-Business Suite Release 12 MOS Document 946413.1 - Using Oracle Applications with a Split Configuration Database Tier on Oracle Release 11g Release 2 MOS Document 403294.1 - Using Transparent Data Encryption (TDE) Column Encryption with Oracle E-Business Suite Release 11i MOS Document 732764.1 - Using Transparent Data Encryption (TDE) Column Encryption with Oracle E-Business Suite Release 12 MOS Document 828223.1 - Using TDE Tablespace Encryption with Oracle E-Business Suite Release 11i MOS Document 828229.1 - Using TDE Tablespace Encryption with Oracle E-Business Suite Release 12 MOS Document 391248.1 - Encrypting Oracle E-Business Suite Release 11i Network Traffic using Advanced Security Option and Advanced Networking Option MOS Document 376700.1 - Enabling SSL in Oracle Application Release 12 MOS Document 732764.1 - Using Transparent Data Encryption (TDE) Column Encryption with Oracle E-Business Suite Release 12 MOS Document 557738.1 - Export/Import Process for Oracle E-Business Suite Release 11i Database Instances Using Oracle Database 11g Release 1 or 11g Release 2 MOS Document 741818.1 - Export/Import Process for Oracle E-Business Suite Release 12 Database Instances Using Oracle Database 11g Release 1 or 11g Release 2 MOS Document 1366265.1 - Using Transportable Tablespaces to Migrate Oracle Applications 11i Using Oracle Database 11g Release 2 MOS Document 1311487.1 - Using Transportable Tablespaces to Migrate Oracle E-Business Suite Release 12 Using Oracle Database 11g Release 2 MOS Document 729309.1 - Using Transportable Database to Migrate Oracle E-Business Suite Release 11i Using Oracle Database 10g Release 2 or 11g MOS Document 734763.1 - Using Transportable Database to Migrate Oracle E-Business Suite Release 12 Using Oracle Database 10g Release 2 or 11g MOS Document 1188535.1 - Migrating Oracle E-Business Suite R12 to Microsoft Windows Server 2008 R2 MOS Dcoument 1349240.1 - Database Preparation Guidelines for an Oracle E-Business Suite Release 12.2 Upgrade MOS Document 1594274.1 - Oracle E-Business Suite Release 12.2: Consolidated List of Patches and Technology Bug Fixes Please also review the platform-specific Oracle Database Installation Guides for operating system and other prerequisites.

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  • Common business drivers that lead to creating and sustaining a project

    Common business drivers that lead to creating and sustaining a project include and are not limited to: cost reduction, increased return on investment (ROI), reduced time to market, increased speed and efficiency, increased security, and increased interoperability. These drivers primarily focus on streamlining and reducing cost to make a company more profitable with less overhead. According to Answers.com cost reduction is defined as reducing costs to improve profitability, and may be implemented when a company is having financial problems or prevent problems. ROI is defined as the amount of value received relative to the amount of money invested according to PayperclickList.com.  With the ever increasing demands on businesses to compete in today’s market, companies are constantly striving to reduce the time it takes for a concept to become a product and be sold within the global marketplace. In business, some people say time is money, so if a project can reduce the time a business process takes it in fact saves the company which is always good for the bottom line. The Social Security Administration states that data security is the protection of data from accidental or intentional but unauthorized modification, destruction. Interoperability is the capability of a system or subsystem to interact with other systems or subsystems. In my personal opinion, these drivers would not really differ for a profit-based organization, compared to a non-profit organization. Both corporate entities strive to reduce cost, and strive to keep operation budgets low. However, the reasoning behind why they want to achieve this does contrast. Typically profit based organizations strive to increase revenue and market share so that the business can grow. Alternatively, not-for-profit businesses are more interested in increasing their reach within communities whether it is to increase annual donations or invest in the lives of others. Success or failure of a project can be determined by one or more of these drivers based on the scope of a project and the company’s priorities associated with each of the drivers. In addition, if a project attempts to incorporate multiple drivers and is only partially successful, then the project might still be considered to be a success due to how close the project was to meeting each of the priorities. Continuous evaluation of the project could lead to a decision to abort a project, because it is expected to fail before completion. Evaluations should be executed after the completion of every software development process stage. Pfleeger notes that software development process stages include: Requirements Analysis and Definition System Design Program Design Program Implementation Unit Testing Integration Testing System Delivery Maintenance Each evaluation at every state should consider all the business drivers included in the scope of a project for how close they are expected to meet expectations. In addition, minimum requirements of acceptance should also be included with the scope of the project and should be reevaluated as the project progresses to ensure that the project makes good economic sense to continue. If the project falls below these benchmarks then the project should be put on hold until it does make more sense or the project should be aborted because it does not meet the business driver requirements.   References Cost Reduction Program. (n.d.). Dictionary of Accounting Terms. Retrieved July 19, 2009, from Answers.com Web site: http://www.answers.com/topic/cost-reduction-program Government Information Exchange. (n.d.). Government Information Exchange Glossary. Retrieved July 19, 2009, from SSA.gov Web site: http://www.ssa.gov/gix/definitions.html PayPerClickList.com. (n.d.). Glossary Term R - Pay Per Click List. Retrieved July 19, 2009, from PayPerClickList.com Web site: http://www.payperclicklist.com/glossary/termr.html Pfleeger, S & Atlee, J.(2009). Software Engineering: Theory and Practice. Boston:Prentice Hall Veluchamy, Thiyagarajan. (n.d.). Glossary « Thiyagarajan Veluchamy’s Blog. Retrieved July 19, 2009, from Thiyagarajan.WordPress.com Web site: http://thiyagarajan.wordpress.com/glossary/

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  • Taking Your Business Scorecard Golfing

    - by tobyehatch
    Our workplace world is definitely changing. Not only are we taking work home, but we are working during odd hours in some very strange places.  I had the pleasure of interviewing Jacques Vigeant, Product Strategy Manager for Oracle Business Intelligence and Enterprise Performance Management, on a Podcast, and he enlightened me about how our mobile devices and business scorecards are enabling us to be more accountable and keep a watchful eye on business – even while on the golf course.Business scorecards have been around for many years - so I asked Jacques if he felt they had changed significantly due to technology. His answer was, “Yes, and no.”  Jacques agreed that scorecard enthusiasts are still passionate about executing the company strategy and monitoring Key Performance Indicators (KPIs), but scorecards and Business Intelligence (BI) as a whole have changed.  He explained that five to six years ago, people did BI work at the office and, for the most part, disconnected from their computer and workplace when they went home – with the exception of checking email and making a phone call or two. But now, that is no longer the case. People are virtually always connected with work and, more importantly, expect their BI and scorecards to be ‘always on,’ regardless of whether they are at their desk or somewhere else.Basically, the BI paradigm has changed from a 'pull' model, where employees are at their desks querying or pulling information from the system, to a 'push' model where employees expect their BI and scorecard systems to reach out (or push information) to them when there is something of note to learn or something on which they need to take action. I found this very interesting. However mobile devices do have their limitations with respect to screen sizes – does it really make sense to look at your strategy/scorecard on tiny devices? What kind of scorecard activities can you really expect to be able to do? Jacques’ answer was very logical. “When you think of a scorecard, it is really comprised of an organization of KPIs that are aligned with the strategic objectives of your company. KPIs are the heart of how you will execute your strategy. So, if you decompose that a little more, each KPI is well defined with the thresholds that you should keep an eye on and who is responsible for them. When we talk about scorecarding on a phone, we aren’t talking about surfing the strategy and exploring the strategy map like we do on the desktop. In a scorecarding context, we use the phone more as an alerting mechanism or simple monitoring device for your KPIs.”Jacques gave a great example of an inventory manager who took part of an afternoon off to go golfing before winter finally hit, and while on the front nine holes, his phone vibrated. His scorecard was alerting him that the inventory levels for one of the products was below some threshold that he had set.  From his phone, he had set up three options within Oracle Scorecard and Strategy Management (OSSM) for this type of situation:  1. Contact the warehouse manager directly by phone and work it out (standard phone function)  2. Tap/hold the KPI and add an annotation to the KPI in OSSM using the dictation capabilities of the phone and deal with it more fully when he gets back to the office  3. Tap/hold the KPI and invoke a business process from OSSM to transfer product from another warehouse with higher stock levels to the one that needs it  Being on a phone should still give you options to quickly deal with situations as needed, but mobile phones are not designed for nor should try to replicate the full desktop experience. We covered other interesting subjects in the interview, including how Oracle is keeping pace with mobile innovation and new devices such as Google Glasses, Galaxy Gear, Pebble Watches and more, and how Oracle is handling mobile security– which is great news for our mobile workforce. To listen to the entire Podcast, click here.To learn more about Oracle Scorecard and Strategy Management, click here.

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  • Business School graduate joins Oracle

    - by jessica.ebbelaar(at)oracle.com
    My name is Mathias, I work as an Applications Inside Sales Rep for the French market, and I’d like to give you a brief snapshot of my experience at Oracle. First things first, how did you hear about Oracle? Where have you seen the sharp and recognizable red logo? Was it in Charles de Gaulle Airport when your eyes crossed the 20-metre banner with a picture of a strange big machine in the middle? Was it through reading the Forbes 10 top IT companies worldwide ranking? Or is it because IT is your thing and you cannot but know one of the “big four”? Meeting with a Grenoble Alumnus My story is a little different. My plan was to work in sales, in the IT industry. I had heard about Oracle, but my opinion at the time was that this kind of multinational company was way out of reach for a young graduate, even with high enthusiasm and great excitement to be (finally) on the job market. So, I was really surprised when I had an interesting conversation with a top alumnus of my business school. We were at the Grenoble Ecole de Management graduation ceremony (our graduation!), and before the party got really started, I got to chat with her. She told me of the great experience she was getting by living and working in Dublin. She had already figured it all out: “you work with another 100 young people from 10 different nationalities across Europe, you can be based in Dublin, but then once you work really hard you can move to Malaga Spain or other BUs around the world, you can work with different lines of business and learn about new “techy” and business oriented products, move to the field in your home country or elsewhere, etc.” What, what, what? Moving around Europe, trained by the best sales coaches in the world, acquiring strong IT knowledge and getting on board with one of fastest-growing and most watched companies in the world? Well, I was in. The next day (OK, 3 days after, the time to recover), I sent her my CV, and 3 months later I started as a Business Development Consultant at Oracle in Dublin, representing the latest cloud based CRM across the French market. That was 15 months ago. Since then, I moved line of business twice, I’m always learning new things and working with different and senior stakeholders; I have attended hundreds of hours of sales and product training (priceless when you come from a business background); I passed the Dublin Institute of Technology Sales Certification through different trainings given onsite within Oracle; I’ve led projects based around social media and I’ve gotten involved within various sales deals going on my market. Despite all of these great things, two will remain in my spirit: the multiculturalism that I experience every day in the office, and the American style of management - more direct and open than what you can find in “regular French companies”. Sales Progression Board In May 2012, I passed what we call a ‘Sales Progression Board’ to be promoted to an Inside Sales position. I am now in charge of generating revenue through the sale of Oracle applications on my specific territory. Always keeping in my mind my personal ambition: going to the field one day. Interested to join Oracle in the same role as Mathias? Visit http://campus.oracle.com.

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  • Pentaho vs SAP Business Objects

    - by arturito
    Is there anyone out there that used these two technologies and could give me some comparison in the form of advantages and disadvantages of both? I'm currently working with BO and I have heard that open source Pentaho does pretty good job as well. Thanks in advance!

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  • How To Publish Business Objects Query Service

    - by ssorrrell
    We are trying to copy a BO Query Service from one Universe to another. If you use the BO Query As A Service(QAAS) tool you can do this, but end up basically recreating the query service. It seems like the BusinessObjects.DSWS.* libraries allow you to read and write query services, but those don't appear in the QAAS tool. I think that those queries go into a different Universe than the QAAS tool pings. Perhaps there is a Universe for data and another for Web Service Queries. Monitoring the QAAS tool for HTTP traffic revealed that the BO Web Service used to run queries for the data they contain is also used to manage the Web Service queries. I was able to copy one Query Service into a new one in a new Universe using a Replace() on the XML string in QuerySpec to change the UniverseID. We can basically copy one Query Service to another Universe without manually rebuilding it except for one little thing. The QAAS tool includes a Publish button. This does something unknown, but important. Perhaps it makes some SOAP, WSDL or config files so that the copied Query Service is public. There doesn't seem to be any HTTP traffic to snoop on when it's doing this. The BusinessObjects.DSWS.* libraries include a Publish feature, but it's not for Query Services. It's for general files like Excel and PDF. Right now, we are relegated to using two tools. Does anyone know about how to Publish a BO Query Service programmatically just like the QAAS Tool?

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  • Business Objects: Refresh Data problem with .NET API

    - by jlrolin
    I'm currently using the BO API for .NET to connect to our reports database. In .NET, I'm getting the following error: Your security profile does not include permission to refresh Web Intelligence documents. (WIS 30253) Interestingly enough, I can log into BO, and I can refresh the data and grab prompts as I'm logged in. From .NET, with the same username and password, I can't seem to do so. Anybody have any thoughts on this?

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  • Managing important runtime business logic with regard to a codebase

    - by Daniel Beardsley
    I'm working on a project which will end up have a lot of application information stored in the form of records in a database. In this case, it's the configuration of data views: which grid columns to show/hide default filters to apply to each grid view column titles sorting subtotaling ... This information is a big part of the value of the application and is essential to it's function. The data will be altered by admins a fair amount, so it's not static and it wouldn't be appropriate to have to deploy a new version of the app every time the data changes. The question is, Where should this data be stored? It will definitely live in the database because that's how it's accessed, but I feel like it needs to also be kept with the version controlled codebase because it's an integral part of functioning of the application. Has anyone dealt with an issue like this before? What did you end up doing?

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  • Wnat is the preferred method of building extremely lightweight business object / DAL now that I have

    - by Seth Spearman
    Hello, I have completed a simple database for a project. Only 6tables. Of the 6, one is a "lookup" table. There is one "master" table that is the driver for the system. It is referenced as a foreign key by the other four tables. Give that this step is completed. What is the FASTEST, EASIEST way to create POCOs/BizObjects that can load load the data and the child data. Here are my CAVEATS. *I don't want to spend more than 30-60 minutes learning how? *There is very little biz logic needed in the POCOs. They will pretty much load data. Don't even really need to write back data. *I already know CSLA (up to version 3) but I feel that is overkill for this little project. *Nevertheless, I would love it if it ROOT objects could have collection classes that contain the CHILD objects as in CSLA...but again, without using CSLA. *Please give the answer for .NET 35 but also if I was restricted to only use .NET 20. *Ideally I could just point a tool at the database and the POCOs would be genn'ed. *FREE Just curious what you guys use for this kind of scenario. I understand that this question is subjective but I want to hear a variety of answers. Seth

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  • Business Objects ver 3 Alternate Row/Column Colors not active

    - by boxeo47
    I am converting reports from version 2 to version 3. When I select the vertical table in the report, the propeties box appears but any changes I make is not reflected in the table. If I change any attributes at the column or cell level however, the changes are taken. The problem is that some attributes like alternate row coloring are not available at the column level.

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  • Enterprise 2.0 Conference: Building Social Business

    - by kellsey.ruppel
    The way we work is changing rapidly, offering an enormous competitive advantage to those who embrace the new tools that enable contextual, agile and simplified information exchange and collaboration to distributed workforces and networks of partners and customers. As many of you are aware, Enterprise 2.0 is the term for the technologies and business practices that liberate the workforce from the constraints of legacy communication and productivity tools like email. It provides business managers with access to the right information at the right time through a web of inter-connected applications, services and devices. Enterprise 2.0 makes accessible the collective intelligence of many, translating to a huge competitive advantage in the form of increased innovation, productivity and agility. The Enterprise 2.0 Conference takes a strategic perspective, emphasizing the bigger picture implications of the technology and the exploration of what is at stake for organizations trying to change not only tools, but also culture and process. Beyond discussion of the "why", there will also be in-depth opportunities for learning the "how" that will help you bring Enterprise 2.0 to your business.You won't want to miss this opportunity to learn and hear from leading experts in the fields of technology for business, collaboration, culture change and collective intelligence. Oracle is a proud Gold sponsor of the Enterprise 2.0 Conference, taking place this week in Boston. Come and learn about Oracle at the following panel sessions and Market Leaders Theater Sessions. Tuesday, June 19, 2012 at 1:30 p.m. Market Theater Presentation Into the Activity Stream, and Beyond! Introducing Oracle Social Network Oracle Speaker: Christian Finn, Senior Director of Evangelism, Oracle WebCenter Tuesday, June 19, 2012 at 2:30 p.m.  Panel Session Innovation versus Integration Oracle Panel Speaker: Christian Finn, Senior Director of Evangelism, Oracle WebCenter Wednesday, June 20, 2012 at 1:30 p.m. Business Leadership Roundtable Oracle Panel Speaker: Christian Finn, Senior Director of Evangelism, Oracle WebCenter Wednesday, June 20, 2012 at 3:00 p.m. Market Theater Presentation Into the Activity Stream, and Beyond! Introducing Oracle Social Network Oracle Speaker: Christian Finn, Senior Director of Evangelism, Oracle WebCenter Thursday, June 21, 2012 at 8:30 a.m. Panel Session Collecting and Processing Big Data: Architecting Systems that Scale Oracle Panel Speaker: Ashok Joshi, Senior Director, Berkeley DB Development Thursday, June 21, 2012 at 11:00 a.m. Panel Session The Future of Big Data: What's Next Oracle Panel Speaker: Ashok Joshi, Senior Director, Berkeley DB Development Be sure to stop by and visit Oracle booth #501, to see live demonstrations of Oracle Social Network and Oracle WebCenter!

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  • Skechers Leverages Oracle Applications, Business Intelligence and On Demand Offerings to Drive Long-Term Growth

    - by user801960
    This month Oracle Retail in the USA announced that Skechers - a world leading lifestyle footwear retailer - would be adopting several Oracle Retail products as part of their global growth strategy and to maximise business efficiency.  While based primarily in the USA, Skechers is a respected retailer across the world and has been an Oracle customer since 1997.  The key information about the announcement is below.  To find out more about Skechers visit their website: http://www.skechers.com/  Skechers U.S.A. Inc., an award-winning global leader in the lifestyle footwear industry, has upgraded and expanded its Oracle® Applications investment, implemented Oracle Database and moved to Oracle On Demand, Oracle’s premier cloud service to support rapid growth across its retail and wholesale channels. The new business information systems are part of a larger initiative for the billion-dollar-plus footwear company to fuel growth, reduce total cost of ownership and enable the business to respond faster to market opportunities. With more than 3,000 styles of shoes to design, develop and market, Skechers upgraded to Oracle’s PeopleSoft Enterprise Financial Management and PeopleSoft Supply Chain Management to increase operational efficiencies and improve controls by establishing an integrated, industry-specific platform. An Oracle customer since 1997, Skechers implemented PeopleSoft Enterprise Real Estate Management to meet the rapid growth of its retail stores worldwide. The company is the first customer to go live on the Real Estate Management module and worked closely with Oracle to provide development insight. Skechers also implemented Oracle Fusion Governance, Risk, and Compliance applications. This deployment enabled the company to leverage its existing corporate governance and compliance efforts throughout the global enterprise and more effectively manage the audit processes across multiple business units, processes and systems while reducing audit costs. Next, Skechers leveraged Oracle Financial Analytics, a pre-built Oracle Business Intelligence Application and PeopleSoft Enterprise Project Costing and PeopleSoft Enterprise Contracts to develop a custom Royalty Management dashboard, providing managers with better financial visibility to the company’s licensing contracts. The company switched to Oracle Database and moved database hosting and management to Oracle On Demand to reduce maintenance, implementation and system administration costs. As a result, Skechers is also achieving a better response time and is delivering a higher level of 24x7 support. OSI Consulting, a Platinum partner in Oracle PartnerNetwork (OPN), provided implementation and integration services to Skechers.   To view the full announcement please click here

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  • Harnessing Business Events for Predictive Decision Making - part 1 / 3

    - by Sanjeev Sharma
    Businesses have long relied on data mining to elicit patterns and forecast future demand and supply trends. Improvements in computing hardware, specifically storage and compute capacity, have significantly enhanced the ability to store and analyze mountains of data in ever shrinking time-frames. Nevertheless, the reality is that data growth is outpacing storage capacity by a factor of two and computing power is still very much bounded by Moore's Law, doubling only every 18 months.Faced with this data explosion, businesses are exploring means to develop human brain-like capabilities in their decision systems (including BI and Analytics) to make sense of the data storm, in other words business events, in real-time and respond pro-actively rather than re-actively. It is more like having a little bit of the right information just a little bit before hand than having all of the right information after the fact. To appreciate this thought better let's first understand the workings of the human brain.Neuroscience research has revealed that the human brain is predictive in nature and that talent is nothing more than exceptional predictive ability. The cerebral-cortex, part of the human brain responsible for cognition, thought, language etc., comprises of five layers. The lowest layer in the hierarchy is responsible for sensory perception i.e. discrete, detail-oriented tasks whereas each of the above layers increasingly focused on assembling higher-order conceptual models. Information flows both up and down the layered memory hierarchy. This allows the conceptual mental-models to be refined over-time through experience and repetition. Secondly, and more importantly, the top-layers are able to prime the lower layers to anticipate certain events based on the existing mental-models thereby giving the brain a predictive ability. In a way the human brain develops a "memory of the future", some sort of an anticipatory thinking which let's it predict based on occurrence of events in real-time. A higher order of predictive ability stems from being able to recognize the lack of certain events. For instance, it is one thing to recognize the beats in a music track and another to detect beats that were missed, which involves a higher order predictive ability.Existing decision systems analyze historical data to identify patterns and use statistical forecasting techniques to drive planning. They are similar to the human-brain in that they employ business rules very much like mental-models to chunk and classify information. However unlike the human brain existing decision systems are unable to evolve these rules automatically (AI still best suited for highly specific tasks) and  predict the future based on real-time business events. Mistake me not,  existing decision systems remain vital to driving long-term and broader business planning. For instance, a telco will still rely on BI and Analytics software to plan promotions and optimize inventory but tap into business events enabled predictive insight to identify specifically which customers are likely to churn and engage with them pro-actively. In the next post, i will depict the technology components that enable businesses to harness real-time events and drive predictive decision making.

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  • Trust: A New Line of Business

    - by ruth.donohue
    What do you think are the key factors in building and maintaining your company's reputation... Innovation? Price? Surprisingly, according to the recent 2010 Edelman Trust Barometer, survey respondents in the US valued transparency of business practices as well as company trustworthiness as the two most important factors influencing corporate reputation. What is trust? It's the confidence in a company's ability to do what is right for all its stakeholders -- shareholders, customers, employees, and the broader society at large -- and not just shareholders. Trust is an increasingly important component to maintaining your company's reputation and brand, and Western countries have seen an increase in global trust. Global businesses headquartered in the United States in particular have seen an 18 point boost to 54 percent in global trust. Whether this uptick represents the start of a new trend or a mere blip in the barometer remains to be seen. The Edelman report notes that the increase is "tenuous" as people expect companies to return to "business as usual" after the economy rebounds. This warning underscores the need for companies to continue engaging in open and frequent communications and business practices with its stakeholders across multiple channels and view trust as a "new line of business" to cultivate.

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  • Rouen Business School builds its entire back office UI with Visual WebGui

    - by Webgui
    Two years ago, Rouen Business School (AMBA accredited institution located in Rouen, Normandy, France) decided to develop and implement a proprietary information system in-house. The objective was to administer all the data encompassed by a classic 3500 Students business school: from on-line application forms to the registration system including financial information, scheduling, grades management, etc. The development team at Rouen Business School chose Visual WebGui for the UI. “When we tested the Visual WebGui solution we were really amazed and enthusiastic. It was exactly the kind of solution we were looking for… The great performance of the solution allows us to manage a large amount of information with no delay with a very positive feedback at the user end,” said Stéphane Henry the IT Project Manager of the school.   As a result of the fast development, easy deployment, performance, and professional design that the team experienced with Visual WebGui, the entire back office of Rouen Business School information system was chosen to be developed with the Visual WebGui framework “and after two years we do not see any reason to change this,” commented Stéphane Henry who added that “all the original requirements were satisfied using Visual WebGui.” You can read the full Case study here >

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  • This is the End of Business as Usual...

    - by Michael Snow
    This week, we'll be hosting our last Social Business Thought Leader Series Webcast for 2012. Our featured guest this week will be Brian Solis of Altimeter Group. As we've been going through the preparations for Brian's webcast, it became very clear that an hour's time is barely scraping the surface of the depth of Brian's insights and analysis. Accordingly, in the spirit of sharing Brian's perspective for all of our readers, we'll be featuring guest posts all this week pulled from Brian's larger collection of blog postings on his own website. If you like what you've read here this week, we highly recommend digging deeper into his tome of wisdom. Guest Post by Brian Solis, Analyst, Altimeter Group as originally featured on his site with the minor change of the video addition at the beginning of the post. This is the End of Business as Usual and the Beginning of a New Era of Relevance - Brian Solis, Principal Analyst, Altimeter Group The Times They Are A-Changin’ Come gather ’round people Wherever you roam And admit that the waters Around you have grown And accept it that soon You’ll be drenched to the bone If your time to you Is worth savin’ Then you better start swimmin’ Or you’ll sink like a stone For the times they are a-changin’. - Bob Dylan I’m sure you are wondering why I chose lyrics to open this article. If you skimmed through them, stop here for a moment. Go back through the Dylan’s words and take your time. Carefully read, and feel, what it is he’s saying and savor the moment to connect the meaning of his words to the challenges you face today. His message is as important and true today as it was when they were first written in 1964. The tide is indeed once again turning. And even though the 60s now live in the history books, right here, right now, Dylan is telling us once again that this is our time to not only sink or swim, but to do something amazing. This is your time. This is our time. But, these times are different and what comes next is difficult to grasp. How people communicate. How people learn and share. How people make decisions. Everything is different now. Think about this…you’re reading this article because it was sent to you via email. Yet more people spend their online time in social networks than they do in email. Duh. According to Nielsen, of the total time spent online 22.5% are connecting and communicating in social networks. To put that in perspective, the time spent in the likes of Facebook, Twitter, and Youtube is greater than online gaming at 9.8%, email at 7.6% and search at 4%. Imagine for a moment if you and I were connected to one another in Facebook, which just so happens to be the largest social network in the world. How big? Well, Facebook is the size today of the entire Internet in 2004. There are over 1 billion people friending, Liking, commenting, sharing, and engaging in Facebook…that’s roughly 12% of the world’s population. Twitter has over 200 million users. Ever hear of tumblr? More time is spent on this popular microblogging community than Twitter. The point is that the landscape for communication and all that’s affected by human interaction is profoundly different than how you and I learned, shared or talked to one another yesterday. This transformation is only becoming more pervasive and, it’s not going back. Survival of the Fitting But social media is just one of the channels we can use to reach people. I must be honest. I’m as much a part of tomorrow as I am of yesteryear. It’s why I spend all of my time researching the evolution of media and its impact on business and culture. Because of you, I share everything I learn in newsletters, emails, blogs, Youtube videos, and also traditional books. I’m dedicated to helping everyone not only understand, but grasp the change that’s before you. Technologies such as social, mobile, virtual, augmented, et al compel us adapt our story and value proposition and extend our reach to be part of communities we don’t realize exist. The people who will keep you in business or running tomorrow are the very people you’re not reaching today. Before you continue to read on, allow me to clarify my point of view. My inspiration for writing this is to help you augment, not necessarily replace, the programs you’re running today. We must still reach those whom matter to us in the ways they prefer to be engaged. To reach what I call the connected consumer of Geneeration-C we must too reach them in the ways they wish to be engaged. And in all of my work, how they connect, talk to one another, influence others, and make decisions are not at all like the traditional consumers of the past. Nor are they merely the kids…the Millennial. Connected consumers are representative across every age group and demographic. As you can see, use of social networks, media sharing sites, microblogs, blogs, etc. equally span across Gen Y, Gen X, and Baby Boomers. The DNA of connected customers is indiscriminant of age or any other demographic for that matter. This is more about psychographics, the linkage of people through common interests (than it is their age, gender, education, nationality or level of income. Once someone is introduced to the marvels of connectedness, the sensation becomes a contagion. It touches and affects everyone. And, that’s why this isn’t going anywhere but normalcy. Social networking isn’t just about telling people what you’re doing. Nor is it just about generic, meaningless conversation. Today’s connected consumer is incredibly influential. They’re connected to hundreds and even thousands of other like-minded people. What they experiences, what they support, it’s shared throughout these networks and as information travels, it shapes and steers impressions, decisions, and experiences of others. For example, if we revisit the Nielsen research, we get an idea of just how big this is becoming. 75% spend heavily on music. How does that translate to the arts? I’d imagine the number is equally impressive. If 53% follow their favorite brand or organization, imagine what’s possible. Just like this email list that connects us, connections in social networks are powerful. The difference is however, that people spend more time in social networks than they do in email. Everything begins with an understanding of the “5 W’s and H.E.” – Who, What, When, Where, How, and to What Extent? The data that comes back tells you which networks are important to the people you’re trying to reach, how they connect, what they share, what they value, and how to connect with them. From there, your next steps are to create a community strategy that extends your mission, vision, and value and it align it with the interests, behavior, and values of those you wish to reach and galvanize. To help, I’ve prepared an action list for you, otherwise known as the 10 Steps Toward New Relevance: 1. Answer why you should engage in social networks and why anyone would want to engage with you 2. Observe what brings them together and define how you can add value to the conversation 3. Identify the influential voices that matter to your world, recognize what’s important to them, and find a way to start a dialogue that can foster a meaningful and mutually beneficial relationship 4. Study the best practices of not just organizations like yours, but also those who are successfully reaching the type of people you’re trying to reach – it’s benching marking against competitors and benchmarking against undefined opportunities 5. Translate all you’ve learned into a convincing presentation written to demonstrate tangible opportunity to your executive board, make the case through numbers, trends, data, insights – understanding they have no idea what’s going on out there and you are both the scout and the navigator (start with a recommended pilot so everyone can learn together) 6. Listen to what they’re saying and develop a process to learn from activity and adapt to interests and steer engagement based on insights 7. Recognize how they use social media and innovate based on what you observe to captivate their attention 8. Align your objectives with their objectives. If you’re unsure of what they’re looking for…ask 9. Invest in the development of content, engagement 10. Build a community, invest in values, spark meaningful dialogue, and offer tangible value…the kind of value they can’t get anywhere else. Take advantage of the medium and the opportunity! The reality is that we live and compete in a perpetual era of Digital Darwinism, the evolution of consumer behavior when society and technology evolve faster than our ability to adapt. This is why it’s our time to alter our course. We must connect with those who are defining the future of engagement, commerce, business, and how the arts are appreciated and supported. Even though it is the end of business as usual, it is the beginning of a new age of opportunity. The consumer revolution is already underway, and the question is: How do you better understand the role you play in this production as a connected or social consumer as well as business professional? Again, this is your time to define a new era of engagement and relevance. Originally written for The National Arts Marketing Project Connect with Brian via: Twitter | LinkedIn | Facebook | Google+ --- Note from Michael: If you really like this post above - check out Brian's TEDTalk and his thought process for preparing it in this post: 12.00 Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} http://www.briansolis.com/2012/10/tedtalk-reinventing-consumer-capitalism-screw-business-as-usual/

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