The historical backdrop of present-day registering separates flawlessly into four periods: the centralized computer; customer server, otherwise called PCs and the product that keeps running on them; the Internet and its sidekick, the World Wide Web; and our present age…
Modeling and Architectural Design
Our technical experts and solutions architects help organizations build comprehensive, efficient, and relevant semantic data models (ontologies and knowledge graphs), ensuring data findability and customized models that answer the business questions your organization needs to answer.
Software Selection
Our consultants bring their experience working with a wide range of tools to conduct a vendor fit analysis of potential software options. This yields a short-list of candidate software vendors that will offer solutions for achieving your goals in the most efficient and effective way. Based on the preferred vendor, we then develop a high-level data and information architecture and model to visualize how the tools best fit and integrate within your technology framework for a successful implementation.
Implementation and Integration
EK’s in-house, full stack developers (our ontologists, architects, engineers, data scientists, and developers) implement knowledge graphs, machine learning, natural language processing (NLP) and semantic technologies for a range of public and commercial institutions. We help you effectively and incrementally develop and deliver the strategy, manage and assist in the execution of the implementation plan, and show results quickly and consistently.
What’s the common thread between a largely American finance and taxation software company and one of the most popular camera and accessories maker of yore? Not too long ago, both faced incredible pressure to reinvent themselves. And while Intuit was quick to pick up and ride the transformation wave early to reap huge dividends, Kodak had to go through a trough before transforming from a declining camera company to an emerging imaging company.
That digital disruption is taking over every industry is an established truth. Yet, there haven’t been enough examples among the ranks of long-established companies in this decade who have adopted the needed transformation journey with agility. In fact, we’ve seen too many of the opposite. Just think of Blackberry, Blockbuster Entertainment, or even many media houses that have disappeared for lack of adaptability to newer formats of news consumption. As the CIO of Tribune Media, David Giambruno, has beautifully put it, “We went from Flintstones to Jetsons in 9 months” – and that’s the reason they are not just afloat today but have also caught a strong wind in their sails.
This leads us to believe that by the end of the next decade, business leaders will look back at the 2020s as the era in which technology-enabled business model transformation and upended many sectors including retail, manufacturing, entertainment, transportation, and others.
Which brings us to the question:
“Why did established companies of the 21st Century take so long to understand the changing business scenario and respond to it?”
The answer is that many of these players remained trapped in traditional industry thinking and seldom stepped out of their comfort zone when they reached the maturity plateau of their business life cycle. In a way, they had become prisoners of seeing their businesses operating in an industry with firm boundaries, rather than as navigating in a digital ecosystem with porous, ever-shifting borders.
On the other hand, we have been extremely impressed by companies like Fortive who are proactive in accelerating their digital strategy by reimagining their products and customer experience. The company is leveraging opportunities opened up by the Internet of Things (IoT) to tap into the process and machine data and driving exciting innovation to extract new value in their myriad businesses – field instrumentation, transportation, sensing, product realization, automation and specialty, and franchise distribution. Read more about this here.
So, to help large companies avoid the next decade’s surprises and be a Fortive in their own industries, TCS’ Business 4.0 Thought Leadership Institute is conducting research this spring with chief information officers in large, global businesses. We are investigating the phenomenon of digital ecosystems: how many companies are preparing for them, the digital platforms that have begun to dominate commerce in those ecosystems, and the conditions necessary for any established company that wants to compete successfully in the digital arena.
Why CIOs, you ask? Our many interactions with them around the world tell us they are best suited to help the rest of the C-suite navigate the murky and fast-churning waters of business model innovation. Owing to their business outlook and a savvy comfort with evolving technology, they are at a great vantage point to take a broad and dispassionate view of the company. That’s what makes us zoom into their perspective in our study, and ask pointed questions like:
In how many companies are board directors and top executives conducting their strategic planning and thinking about digital ecosystems versus traditional industry competitors and opportunities? How involved is the CIO in these discussions? And does this vary by industry or by country?
Who’s driving the analysis of digital ecosystem opportunities? The CIO? Head of the strategy? Chief marketing officer? CEO? Other executives?
How important is it for digital business model innovators to use such technologies as cloud, IoT, artificial intelligence, analytics, etc.?
How are companies experimenting with potential new digital businesses – inside the core? Outside the core? What is the most successful structure?
How do they view competition? Through the prevailing attitude of “don’t cooperate with competitors” or the attitude of “competitors are also likely to be key partners”? Or something else?
What have the most successful digital business innovators – the companies that ignored traditional industry structures and identified whole new ways to use digital technology to deliver unprecedented value to customers – done differently?
Modeling and Architectural Design
Our technical experts and solutions architects help organizations build comprehensive, efficient, and relevant semantic data models (ontologies and knowledge graphs), ensuring data findability and customized models that answer the business questions your organization needs to answer.
Software Selection
Our consultants bring their experience working with a wide range of tools to conduct a vendor fit analysis of potential software options. This yields a short-list of candidate software vendors that will offer solutions for achieving your goals in the most efficient and effective way. Based on the preferred vendor, we then develop a high-level data and information architecture and model to visualize how the tools best fit and integrate within your technology framework for a successful implementation.
Implementation and Integration
EK’s in-house, full stack developers (our ontologists, architects, engineers, data scientists, and developers) implement knowledge graphs, machine learning, natural language processing (NLP) and semantic technologies for a range of public and commercial institutions. We help you effectively and incrementally develop and deliver the strategy, manage and assist in the execution of the implementation plan, and show results quickly and consistently.
What’s the common thread between a largely American finance and taxation software company and one of the most popular camera and accessories maker of yore? Not too long ago, both faced incredible pressure to reinvent themselves. And while Intuit was quick to pick up and ride the transformation wave early to reap huge dividends, Kodak had to go through a trough before transforming from a declining camera company to an emerging imaging company.
That digital disruption is taking over every industry is an established truth. Yet, there haven’t been enough examples among the ranks of long-established companies in this decade who have adopted the needed transformation journey with agility. In fact, we’ve seen too many of the opposite. Just think of Blackberry, Blockbuster Entertainment, or even many media houses that have disappeared for lack of adaptability to newer formats of news consumption. As the CIO of Tribune Media, David Giambruno, has beautifully put it, “We went from Flintstones to Jetsons in 9 months” – and that’s the reason they are not just afloat today but have also caught a strong wind in their sails.
This leads us to believe that by the end of the next decade, business leaders will look back at the 2020s as the era in which technology-enabled business model transformation and upended many sectors including retail, manufacturing, entertainment, transportation, and others.
Which brings us to the question:
“Why did established companies of the 21st Century take so long to understand the changing business scenario and respond to it?”
The answer is that many of these players remained trapped in traditional industry thinking and seldom stepped out of their comfort zone when they reached the maturity plateau of their business life cycle. In a way, they had become prisoners of seeing their businesses operating in an industry with firm boundaries, rather than as navigating in a digital ecosystem with porous, ever-shifting borders.
On the other hand, we have been extremely impressed by companies like Fortive who are proactive in accelerating their digital strategy by reimagining their products and customer experience. The company is leveraging opportunities opened up by the Internet of Things (IoT) to tap into the process and machine data and driving exciting innovation to extract new value in their myriad businesses – field instrumentation, transportation, sensing, product realization, automation and specialty, and franchise distribution. Read more about this here.
So, to help large companies avoid the next decade’s surprises and be a Fortive in their own industries, TCS’ Business 4.0 Thought Leadership Institute is conducting research this spring with chief information officers in large, global businesses. We are investigating the phenomenon of digital ecosystems: how many companies are preparing for them, the digital platforms that have begun to dominate commerce in those ecosystems, and the conditions necessary for any established company that wants to compete successfully in the digital arena.
Why CIOs, you ask? Our many interactions with them around the world tell us they are best suited to help the rest of the C-suite navigate the murky and fast-churning waters of business model innovation. Owing to their business outlook and a savvy comfort with evolving technology, they are at a great vantage point to take a broad and dispassionate view of the company. That’s what makes us zoom into their perspective in our study, and ask pointed questions like:
In how many companies are board directors and top executives conducting their strategic planning and thinking about digital ecosystems versus traditional industry competitors and opportunities? How involved is the CIO in these discussions? And does this vary by industry or by country?
Who’s driving the analysis of digital ecosystem opportunities? The CIO? Head of the strategy? Chief marketing officer? CEO? Other executives?
How important is it for digital business model innovators to use such technologies as cloud, IoT, artificial intelligence, analytics, etc.?
How are companies experimenting with potential new digital businesses – inside the core? Outside the core? What is the most successful structure?
How do they view competition? Through the prevailing attitude of “don’t cooperate with competitors” or the attitude of “competitors are also likely to be key partners”? Or something else?
What have the most successful digital business innovators – the companies that ignored traditional industry structures and identified whole new ways to use digital technology to deliver unprecedented value to customers – done differently?
Why did they seize the digital opportunities while others didn’t?
What importance did such factors as culture, agility, the digital depth of the board and top management, and the extent to which they possess customer data play in digital success or its opposite?
We are eager to share more on the results of our transformative.
We are eager to share more on the results of our transformative.
The history of modern computing breaks down neatly into four eras: the mainframe; client-server, better known as personal computers and the software that runs on them; the Internet and its companion, the World Wide Web; and our current age dominated by smartphones and cloud computing.