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Future State

Hanjin marks its largest Oracle Fusion Cloud ERP implementation in Korea with Oracle Consulting

Oracle Fusion Cloud ERP and Customer Data Management drives Hanjin’s business transformation Hanjin Transportation Co. Ltd, the leading logistics service provider in Korea, from B2B global forwarding to B2C Express package delivery. It is the brother company of Korean Air, a world class airline service carrier. Being one of the main players in the industry, Hanjin is aware of the importance of having state-of-the-art infrastructure to support business operations, which in turn helps to drive business and profits.   Why Oracle and Oracle Consulting Speed and accuracy are two things that Hanjin needed to form one of its pillars for success. Clean, consistent customer data is vital for business excellence. Oracle’s Customer Data Management (CDM) helps to consolidate and coordinate data to and from multiple sources, making reporting faster and easier. With Oracle Fusion Cloud ERP, Hanjin had the opportunity to gain agility in adapting business models and processes. Oracle Consulting utilized the power of Oracle Cloud Services to drive Hanjin’s largest implementation to date. This new system was a by-product of a combination of PaaS and SaaS solutions.    New Year, New Look Starting off 2021 with a bang, Oracle Consulting successfully went live with Hanjin’s Fusion Cloud ERP and CDM (Engagement Cloud) on 1st January. Hanjin adopted a new look for its internal systems which standardized its business information and data. Now, it can easily attain transaction reports after the integration onto Oracle Cloud.  These new digital solutions helped Hanjin speed up processes by streamlining. Some visible benefits include: Smooth, transparent financial data flow from purchase to finance Seamless integration of legacy systems to Fusion Cloud ERP Reduction of closing period Standardization of Item/Customer/Supplier data   “After Oracle Cloud ERP go-live, Hanjin Transportation has achieved transparent and seamless financial transactions in Purchase-to-Payment and we now have a global standard ERP process to manage efficient financial transactions." says Minsuk Suh, CFO, Hanjin Transportation   Looking Ahead Partnering with Hanjin, Oracle Consulting looks to further work alongside them for future implementations. Helping customers in every stage of their business growth is central to how Oracle makes things happen.   To learn more about Oracle Consulting, please visit our official page – here. If you would like to know more about Oracle's Cloud solutions and how we can make cloud happen for you, please get in touch with Scott Lee.

Oracle Fusion Cloud ERP and Customer Data Management drives Hanjin’s business transformation Hanjin Transportation Co. Ltd, the leading logistics service provider in Korea, from B2B global forwarding...

Future State

Eastern Pacific Shipping embarks on transformational Finance Cloud project

Oracle Consulting helps EPS chart new ground with Oracle ERP and EPM With a history spanning 60 years, Eastern Pacific Shipping Pte. Ltd. (EPS) is a leading shipping company that is committed to the green and technology-driven growth of the industry. Headquartered in Singapore for the last 30 years, EPS is driven by its mission to be the safe and efficient transportation provider of choice to the shipping industry. Empowering that mission are 5,000 skilled and dedicated sea and shore staff that oversee a versatile fleet of 15 million deadweight-tonnes  across three core segments of containership, dry bulk, and tanker vessels. EPS' shore team is fully integrated with in-house commercial, finance, innovation, IT, legal, manning, operations, and technical departments.     Why Oracle and Oracle Consulting EPS was looking for a solution that could deliver results and adhere to operational compliance for its finance department. Having to manage hundreds of systems globally, having one source of truth was critical. The processes were also not fully integrated with steps and activities done manually by the finance team. It was deemed to be the largest ever Finance Cloud transformation project that EPS would embark on. Oracle ERP and EPM became the obvious choice. Oracle ERP allows business models to adapt quickly and more easily, making processes faster. Oracle ERP integrates with EPS operational systems eliminating manual touch-points and transaction processing. Oracle EPM helps streamline financial close processes, financial and management reporting driving better decisions. Having both simultaneously ensures standardised and automated business processes, thereby driving business excellence.  Oracle Consulting partnered with EPS to standardise the finance processes, implement them in Oracle ERP cloud, roll out integrations to an in-house procurement system, maritime operations system, crew management system, and banks. An extension was also developed to manage EPS’ complex lease solutions.   Charting New Ways of Working Oracle Consulting drove the Finance Cloud transformation project over 9 months. It was a challenge to create a new platform that could serve many entities, especially with the ongoing pandemic situation. Despite so, the project was implemented on time through remote delivery without any impact on project quality.  On 1st February 2021, EPS went live and has observed marked enhancements in its financial system and processes. Tangible improvements include faster reporting, less reformatting of data into reports, elimination of “source data” worksheets and creation of financial dashboards.  Improve efficiency and data integrity across processes to release resources for value added analysis and business improvement Decision making for management is made easier through better and quicker data analysis Strengthened internal controls, such as automating approval workflows for expenditure Maintain reporting compliance to both local and international FRS A new platform for future strategic initiatives   Looking Ahead This is the start of a partnership between EPS and Oracle Consulting, setting the foundation for future releases in automating generation of management reports and company annual financial statements. Adopting Cloud Solutions is the single most important driver for attaining business excellence.    To learn more about Oracle Consulting, please visit our official page – here. If you would like to know more about Oracle's ERP solutions and how we can make cloud happen for you, please get in touch with Daniel Hadi.

Oracle Consulting helps EPS chart new ground with Oracle ERP and EPM With a history spanning 60 years, Eastern Pacific Shipping Pte. Ltd. (EPS) is a leading shipping company that is committed to...

Future State

Victoria’s Department of Transport transforms with Oracle Fusion Cloud ERP, driving results in just 3 months

Oracle Consulting delivered solutions with new ways of implementation during the Covid-19 pandemic Restructuring and integrating one departments and two agencies into one is a considerably complex undertaking, but to also achieve this within 12 months is inspiring.  On 1st July 2019, VicRoads and Public Transport Victoria merged with the Department of Transport (DoT) to create a fully integrated transport department, now responsible for the ongoing operations and coordination of the state's transport networks; as well as the delivery of new and upgraded transport infrastructure. The following administrative offices and/or entities now come under the purview of DoT: Vic Roads Public Transport Victoria Major Transport Infrastructure Authority (MTIA) Victorian Fisheries Authority (VFA) Suburban Rail Loop Authority (SRLA) Commercial Passenger Vehicles Victoria (CPVV) Transport Safety Victoria (TSV)   Why Oracle and Oracle Consulting DoT decided on Oracle Consulting ANZ as the preferred implementation partner for their far more complex program of works.  They were looking for a partner they could rely on: with the experience of having done this successfully before on a global and local stage, the expertise to understand the complexities of the various entities and help them consolidate and transform their business operations, the added assurance that as part of Oracle, they would be partnering with a safe pair of hands, and Oracle Consulting's long-term customer success focus and partnership approach.   The Road to Transformation The goal of the DoT Financial Transformation was to take the opportunity to implement new and improved, standardised financial business processes or “One Way of Working”; aimed at improving efficiency and data integrity for value added analysis and ongoing business improvements. Being an organization that runs a large spectrum of functions, it was critical to adopt a platform that would enable all departments and agencies to run consolidated and consistent processes; while still allowing the flexibility to support the individual needs of each department or agency where their processes vary from the new standard best practice. With so many departments and agencies running disparate solutions with various system stored data, DoT also knew the system migration would be extremely complex, requiring an Implementation partner who could also support the technology transformation in parallel.   Oracle Consulting provided the key strength, depth and breadth of expertise required in both Oracle Fusion Cloud Applications and Oracle Technology, along with the many other benefits that come with being a part of the one organisation - Oracle.  Incorporating both Oracle SaaS (Software as a Service) and PaaS (Platform as a Service) solutions, the Finance Transformation involved implementing Oracle Fusion Cloud Enterprise Resource Planning (ERP) Financials modules including Expenses, Accounting Hub Cloud Services, Procurement and Self-Service Procurement and Project Financial Management modules.    Adapting to Covid-19 Despite being in the midst of the Covid-19 situation, the Oracle Consulting team devised a tiered and systematic approach during implementation. Moving to fully remote delivery during the initial phase of the engagement pushed the team to think out of the box and use new methods to relay vital information during the implementation. Paving the way for the go-live, the team conducted training sessions, UAT and Cutover via video conferencing applications such as Zoom/Teams. Dry runs with key stakeholders were conducted before bringing on the wider team and application users, which allowed feedback to be incorporated for more fruitful sessions. Training materials were digitised and recorded, which allowed users to reference whenever needed. To suit the needs of users, session hours were shortened to avoid fatigue and loss of focus.    Achieving Successful Business Outcomes Success in a program of this magnitude is achieved when an Implementation Partner works with a customer in partnership for a common goal.  It takes strong Governance and Sponsorship, a highly competent and motivated team, adequate funding and a focus on risk mitigation. "The success of this transformation has enabled DoT to adopt a new way of working, empowering our business to run more effectively through the adoption of modern technology and best practices; and ensures we are better equipped to respond to the changing demands on our transport network so we can stay connected to jobs and each other, whichever way we travel." says Ronnie Oliver, Director, Department of Transport   To learn more about Oracle Consulting, please visit our official page – here. If you would like to know more about Oracle's Cloud solutions and how we can make cloud happen for you, please get in touch with Philippa Cail  

Oracle Consulting delivered solutions with new ways of implementation during the Covid-19 pandemic Restructuring and integrating one departments and two agencies into one is a considerably complex...

Finance

Ngern Tid Lor comes onboard Oracle’s Cloud Application, against all odds

Oracle Consulting helps Ngern Tid Lor to upgrade its digital capability through the adoption of Oracle Fusion Cloud ERP With more than three decades of experience in providing financing to the underbanked Thai population, Ngern Tid Lor Public Company Limited (“NTL”) is a fast-growing leader in the vehicle title loan market in Thailand.  It is also a non-life and life insurance broker with the largest number of licensed staff at its branch network in Thailand. NTL is well-known for its brand, providing quick and easy title loans for vehicle owners through its network of over 1,000 branches nationwide.  Its mission is straightforward and uncompromising:  to provide underbanked Thai access to fair, transparent, and responsible financial services, helping those most in need to achieve peace of mind and the hope of a better future.   Why Oracle and Oracle Consulting As part of NTL’s digital transformation journey, NTL saw the need to improve its internal operations in various ways: Streamlining internal processes to increase productivity. Upgrading to an up-to-date platform with flexibility to meet ongoing compliance and regulatory requirements. Future-proofing the platform with ongoing update-to-date functionality and capacity that could be easily scaled on the cloud with minimal IT maintenance. With these end goals in mind, Oracle Consulting proposed the migration of its Oracle’s R12 ERP system to the state-of-the-art Oracle Fusion Cloud, with a robust and proven process of data migration and system implementation.   Overcoming the Odds Coming onboard with Oracle’s Cloud applications came naturally to NTL, but it was not without obstacles along the way.  To start with, there was a strict timeline to adhere to, where project delivery had to be completed within six months. In addition, language barrier and physical distance across multiple teams also added additional difficulties. Nevertheless, Oracle Consulting team overcame the odds and successfully brought the implementation to live with its ERP Upgrade tool and methodology, which provides benefits in these areas: Driving and adopting industry best practices to derive business benefits from Oracle Fusion Cloud. Re-design of Chart of Accounts (COA) that is in line with new NTL requirements. Oracle Consulting was pivotal in helping NTL to create re-usable assets, a critical aspect of the implementation to help increase NTL’s efficiency. One significant IP created in this project was Thailand Localization, where a PaaS Extension for withholding tax was developed, along with 11 Thailand Localization reports that are mandatory from a tax and compliance perspective.  These assets will be re-usable in all projects in the future.   Mr. Bernard Tso, the Executive Vice President of NTL commended the team at Oracle Consulting on the successful project delivery. “I am happy to see the successful implementation of this Oracle ERP project, which is a major milestone for NTL’s digital transformation journey. That said, this project was not an easy one with the tight timeline, requirements from different stakeholders, language barrier and the various constraints due to the pandemic.” Adding on, Mr. Tso mentioned that it was all made possible with the good collaboration between NTL and Oracle Consulting, the commitment and the flexibility of the team in adjusting its course, and the expertise from Oracle Consulting to successfully steer the project along despite the difficulties. “I am sure NTL and Oracle Consulting will have a strong partnership for long time to come as Oracle have established itself as one of our trusted advisors through this Cloud transformation.” he remarked. Indeed, bravo to the Oracle Consulting team!   What’s Next Oracle Consulting aims to work closely with NTL, strategically enabling them along its journey of digitization.   To learn more about Oracle Consulting, please visit our official page – here. If you would like to know more about Oracle's Cloud solutions and how we can make cloud happen for you, please get in touch with Daniel Hadi.

Oracle Consulting helps Ngern Tid Lor to upgrade its digital capability through the adoption of Oracle Fusion Cloud ERP With more than three decades of experience in providing financing to the...

Future State

PT Bank CIMB Niaga Indonesia drives HR transformation through Oracle HCM Cloud

PT Bank CIMB Niaga Tbk (CIMB Niaga) is Indonesia's second largest privately owned bank by assets. Established in 1955, CIMB Niaga offers a comprehensive suite of both conventional and Islamic banking products and services, through an expanding delivery of 446 network channels all across Indonesia as of 30 September 2020, that includes 385 branches, 34 Digital Lounges and 27 mobile branches. CIMB Niaga has 13,042 employees (consolidated) as of 30 September 2020. Their Human Resource (HR) department had plans to transform the incumbent traditional process to a modern business process. Most operations were run on multiple different systems, hence reflecting the need for a new unified structure.   Why Oracle and Oracle Consulting Oracle’s Human Capital Management (HCM) provides a consistent user-experience across devices, by making once-complex transactions simple and intuitive. CIMB Niaga came onboard with the intention of streamlining its current processes.   In 2020, Oracle Consulting helped CIMB Niaga go-live on Oracle HCM Cloud. Despite the Covid-19 situation, remote delivery was successful where cutover was conducted via Zoom and WebEx.   A few areas targeted to provide better service to CIMB Niaga’s employees include: Increasing efficiency and agility to meet evolving business needs Unifying and simplify HR data and processes as global standard and embed them into local HR operations Effective data management in a single system to enable faster decision making   Modern Practices, Increased Efficiency On May 28th 2019, the first kickoff project started which consisted of 2 phases. Oracle Consulting successfully implemented one of the largest full suite HCM deployment in Indonesia’s financial services industry. With a single platform, HR processes were integrated onto HCM Cloud. Better performance management is expected to be achieved through this new system; access to business intelligence tools effectively improve accuracy of business insights, enabling better decision and strategy making.   What’s Next Oracle Consulting aims to work closely with CIMB Niaga to see through to project completion around March 2021.   To learn more about Oracle Consulting, please visit our official page – here. If you would like to know more about Oracle's HCM solutions and how we can make cloud happen for you, please get in touch with Daniel Hadi.

PT Bank CIMB Niaga Tbk (CIMB Niaga) is Indonesia's second largest privately owned bank by assets. Established in 1955, CIMB Niaga offers a comprehensive suite of both conventional and Islamic banking...

Future State

The 4Cs and the 6 Components of Content

Author: Michael Harris, Principal Consultant, Oracle UKIE Approaching a content strategy can be a daunting task. However, by considering these 4 areas and 6 components you will set yourself up for content success. The 4Cs allow you to ensure all your bases are covered when you come to create and develop a strong and well-thought-out content strategy.  To read the full publication please CLICK HERE The 4Cs and 6 Components of Content 1. CUSTOMER: The Approach and Experience: The Approach and Experience refers to how the customer may approach a website and their motivations for doing so   The Preconception: The Preconception refers to how the customer may have preconceived notions towards a brand, content, website or store   2. COMPANY The Strategy and Ambition: The Strategy and Ambition refers to the direction the brand is going in and what the definition of success is for the brand   The Competition and Capabilities: The Competition and Capabilities refers to how the brand can differentiate itself from the competition by analysing its competitors and analysing internally to discover what resources and abilities the brand has   3. CONTENT The Levels of Content: The Levels of Content refers to the types of content that can be produced and the elements that are comprised within the content created to provide value for the customer   4. CONTINUOUS IMPROVEMENT & TESTING The Future: The Future refers to the future of the industry, how technology and content could develop and the innovations that could disrupt and change the industry   If you’d like to find out more, please contact your Oracle Consulting Rep now!

Author: Michael Harris, Principal Consultant, Oracle UKIE Approaching a content strategy can be a daunting task. However, by considering these 4 areas and 6 components you will set yourself up for...

Future State

Beyonics completes a major Business transformation program with Oracle Consulting

Beyonics has completed a major Business transformation program with Oracle Consulting to migrate to Oracle Cloud ERP, ERP, CX, HCM, EPM and Analytics across all factories in Singapore, Malaysia, Thailand and China. Beyonics implemented end to end ERP and supply chain management solution spanning product development, supply chain planning, manufacturing, quality, sales forecasting and opportunity management, order management and customer delivery, regular and hub inventory management, procurement, financials, human capital management, incentive compensation, enterprise performance management (EPM) and Analytics. EPM is used for enterprise planning & budgeting, and overall Financial Consolidation. Analytics cloud is used as Management Reporting platform. Oracle Cloud provided a complete platform with additional modules that provide the automated consolidation and workflow automated that eliminated the need for duplicated data entry and procedures in/with 3rd party software and inhouse applications. Oracle provided required dashboards, reports and analytics that support business activities and decisions. Oracle provided an ability to produce detailed costing by part number for enhanced visibility for customer/project profitability.  “Beyonics’s vision is to transform into a business entity that’s growth-driven based on real-time knowledge of the financial, operational and competitive positions. Oracle ERP Cloud is definitely a part of digital transformation and Industry 4.0 adoption”, said Robert Heese, CFO of Beyonics.           “Team from Oracle Consulting has gone to great length to ensure that the project is closely managed to its completion and is committed to the support of our users and operations. Fusion is a complex ERP (to say the least) in terms of processes and workflows migrations. The pre, actual and post Go-Live on-site support are crucial for successful cutover and migration. The on-site hypercare is equally crucial, as it build ‘faith’ in the system, ‘trust’ in OC’s support and ‘relationship’ between keyusers and OC. For Singapore, Malaysia and Thailand, their Go-Live is well before Covid-19. So transiting to remote support and service delivery is not an issue as trust and relationship had been established earlier.  For China, planning and transiting from on-site Go-Live support and hypercare was done fairly quickly and efficient. However, Go-Live and post-live hypercare remote support was not, and never as effective as on-site and hence unable to achieve the desired results.  Of course, the Spring Festival Golden Week holidays and subsequent lock-down in China also contributed to, and exacerbated the support situation. It’s the perseverance of all parties, from Beyonics China team, Singapore IT/MIS and Oracle Consulting team, that took us over the hurdles and challenges.”, said David Tay, CIO of Beyonics.  

Beyonics has completed a major Business transformation program with Oracle Consulting to migrate to Oracle Cloud ERP, ERP, CX, HCM, EPM and Analytics across all factories in Singapore,...

Future State

Oracle Consulting’s Supply Chain Management commercial propositions to match Oracle’s Cloud Ambition!

Author: Craig Coleman, Supply Chain Management Practice Manager at Oracle Consulting in the UK and Ireland, husband and father to 3 children.   All Solution Set Data Sheets available below: Oracle Consulting Rapid Value Propositions Overview Available Here Manufacturing in a Box Data Sheet Available Here Supply Chain in a Box Data Sheet Available Here Planning in a Box Data Sheet Available Here Product Management in a Box Data Sheet Available Here Mobile Supply Chain in a Box Data Sheet Available Here The challenge Customers now have access to a plethora of Software as a Service vendors, offering some incredibly advanced capabilities that during my early memories of implementing on-premise ERP systems, we could barely dream of. What’s now transformed the ERP marketplace beyond anything we would have previously recognised is the ability to access these services. As a result of the Cloud revolution access to recognisable ERP vendors and solutions has never been easier, levelling the playing field and allowing smaller and larger customers alike to access the same set of tools and technology. Choosing the right software implementor of a Tier 1 vendor like Oracle with its mind blowing capabilities within the Fusion product range (Oracle ERP, Human Capital Management, Customer Experience (CX), Supply Chain Management (SCM) and Manufacturing), has never been more important. But the real challenge is for those implementation partners to achieve this whilst also demonstrating rapid value, and an effective and efficient way to deliver the latest advanced product capabilities to customers i.e. to make the implementation as easy to consume as the software service itself. This is where an experienced partner like Oracle Consulting can truly help you accelerate and unleash the potential in your SaaS service, with its innovative and easily consumable Rapid Value Solution Sets. Is Supply Chain and Manufacturing different? Having worked deploying Oracle Supply Chain and Manufacturing applications for nearly 20 years, and having engaged with numerous clients whilst doing so, my experience is that every client believes they have a unique set of processes and that it is these unique processes that provide a point of difference and value to their company. In the Supply Chain and Manufacturing space this is more than often true due to the varying products and sometimes unique manufacturing processes deployed to create these products. For some clients it is these processes that also allow them to gain a market advantage, therefore there is not necessarily a one size fits all approach; recognising this is an important first step in delivering the right software tools. But it should also be recognised that whilst some of these processes are adding value to your organisation, other supply chain processes and many back-office processes are not. The reality is that a number of these “special” and “unique” processes are likely to be causing far more damage than they are good to an organisation’s efficiency and ultimately profitability. So, what can we do? The key concept of Oracle Consulting’s rapid value propositions is simple; it is about spending less time on the 80% of the processes that can generally be delivered “Out-Of-The-Box.” For these processes we guide you away from an “implement as you please” approach towards Oracle Modern Best Practice. With Modern Best Practice we also bring our experience from the vast number of our successful implementations, bringing you out of the box configurations which you can visualise early in the engagement. We can then spend our combined time and effort concentrating on those processes that drive your business value e.g. Manufacturing, R&D, Unique Supply Chains: Figure 1:  Time spent vs. a Traditional Approach This approach enables you to achieve the maximum value from your ERP system by preventing it from being shackled with unnecessary process requirements that move it away from Best Practice, which make it difficult to maintain and confuse your ERP roadmap.  More importantly however it also ensures you are not constrained when it comes to getting the most from your platform in those areas that really matter. So how can we achieve it? Rapid Value Solution Sets for Supply Chain are a suite of solutions that bring a balanced implementation approach consisting of prescribed configuration for back office processes, enabling better focused time and effort on the value-add elements of an organisations’ more complex supply chain and manufacturing processes. With an accelerated timeline of between 12 – 19 weeks, they allow you to rapidly drive value from Oracle Cloud SaaS, underpinned by a Fixed Price, Timeline and Scope, with a pay on go-live offer. This delivery approach provides an iterative process of visualisation, culminating in an end-to-end playback prior to validation of the environment by the system users, and then moving quickly towards Go-Live and Hypercare. Figure 2:  How the Rapid Value approach works Who are the solution packs suitable for? The propositions are extremely flexible and can suit a range of customer profiles which can be demonstrated through our customer references. They are suitable for new lines of business including joint ventures/start-ups/acquisitions, and can provide new capability such as demand management, they are also applicable for divisional replacement in larger organisations. They are also suitable for customers who have traditionally opted for Tier 2 application vendors, but now want to take advantage of an efficient delivery model to build their business on a Tier 1 platform, and benefit from the scalability and functionality that comes with Oracle Cloud. Next Steps? Oracle Consulting offer efficient and proven consulting delivery methods that provide professional experienced support to our customers and we would love to work with you.  Take your time to review the content that is referenced in this article and please contact me, Craig Coleman, if you would like to hear more. Oracle Consulting is the only Oracle implementation partner that can offer you a true single supplier approach for both license and implementation.

Author: Craig Coleman, Supply Chain Management Practice Manager at Oracle Consulting in the UK and Ireland, husband and father to 3 children.   All Solution Set Data Sheets available below: Oracle...

Finance

Oracle Earns Top Marks with Financial Planning Solution for Higher Education Organisations

Business challenges in the field of Higher Education are uniquely difficult, especially when it comes to long-range planning, and Oracle’s Higher Education Financial Planning (HEFP) solution provides some much-needed help. The solution’s integrated planning framework enables higher education organisations to: Streamline their planning and reporting processes Increase forecasting accuracy Fully integrate with Financial ERP systems Adopt best practice approaches to financial planning. The HEFP solution, delivered using Oracle EPM Planning Cloud, was developed over the course of several successful implementation engagements at higher education organisations in the UK, including the University of Durham, University of Derby and Birmingham City University. The solution supports a typical higher education planning process, as shown below: The solution also provides outputs based on UK educational reporting frameworks: HEFCE, HESA and TRAC. A two-flavour solution HEFP comes in two versions, entry-level and advanced-level. For purposes of both planning and reporting, the entry-level option offers a Financial Planning process that delivers an integrated income statement, balance sheet and cashflow readout, as well as a Student Fees Planning process that delivers expected student numbers, retention rates, and fees by course and country. This version is also integrated with Oracle Financials General Ledger (GL), which enables to the user to load actual data, drill down to detail, and upload budgets and forecasts created in the solution back to the GL. There is also an option to integrate the Student Fees Planning process with student fee management systems. The entry-level solution can be delivered within a 3 to 4-month timeframe. The advanced-level brings added functionalities, including: a Workforce Planning process for calculating headcount, FTE, compensation costs and pension liabilities; a Projects Planning process that delivers planning capability for research, investment and  development projects; and a Capital Plan process that enables planning for existing and new asset bases. All of these functionalities are integrated within the Financial Planning Process. The advanced-level option also features integration with Oracle HCM to support the Workforce Planning process alongside entry-level integrations. The Advanced-level solution is priced on request. Do you want to find out more about how Oracle Consulting can power your next generation cloud Aplication? Get in touch with us. Neal Ship EPM Consulting Practice Director, Oracle UKIE neal.ship@oracle.com Chris Torrence Consulting Client Solution Executive, Oracle UKIE - chris.torrence@oracle.com

Business challenges in the field of Higher Education are uniquely difficult, especially when it comes to long-range planning, and Oracle’s Higher Education Financial Planning (HEFP) solution provides...

Breakthrough Starts Here: OOWLON 2020 Rundown

Oracle OpenWorld Europe has just taken place and the buzz from the event is far from over. The two-day event held at the ExCeL London was filled with customer speaking sessions, insightful keynotes and engaging product demos. The first day of the event focused on Applications while the second day focused on Technology.  Oracle Consulting had their very own stand referred to as ‘The Consulting Hub’. At the stand attendees were able to speak to our fantastic consultants about how they can transform their business and make sure they have a successful journey to the Cloud. Alongside this, the Digital Experience team held an interactive E-Voting demo showcasing Oracle Blockchain technology. Attendees were able to vote on their favourite session of the day through their smartphone and a unique QR code.  The event held great keynotes throughout the two days which included sessions from Oracle’s CEO Safra Catz, SVP of Corporate Communications Steve Daheb, Astronaut Tim Peake and author, television host and comedian Dara Ó Briain. A few of our very own customers joined us at the event to speak about their positive experience with Oracle Consulting and their journey to Oracle Cloud. These customers were Nationwide, Tindall Riley and the Guinness Partnership.    Make sure to watch this video to gain an insight into the exciting events that went down at Oracle OpenWorld Europe 2020. OOWLON definitely had a little bit of everything for everyone. We look forward to seeing you at Oracle OpenWorld London 2021! 

Oracle OpenWorld Europe has just taken place and the buzz from the event is far from over. The two-day event held at the ExCeL London was filled with customer speaking sessions, insightful keynotes...

Future State

Product Content Strategy: A Theoretical Approach

To read the full publication please CLICK HERE. Author: Michael Harris, Principal Consultant, UK To keep ahead of the competition, businesses need to ensure they provide consumers with the best possible user experience. The digital era and internet provide companies with opportunities and platforms that give consumers the ability to experience products in non-tangible ways. The benefits of ensuring a positive user experience are great, and reducing the amount of pain points a consumer experiences are a necessity.  Understanding the customer decision-making process means that businesses can minimise the risk of negatively impacting the customer, which could affect conversion and engagement. By comprehending possible motivations, a business can manage its cognitive and experiential signals to engage with customers in the most efficient ways possible.  Engagement through an understanding of the customer decision-making process gives a business the opportunity, firstly, to satisfy the customer through positive interaction and, secondly, to build trust and brand loyalty that can result in repeat traffic and formed relationships. Customers use these relationships to fulfil parts of their lives, and once a relationship has been created it can be very beneficial for a business. Businesses can use these relationships to improve interactivity and customer satisfaction and improve the overall user experience. Understanding the focal points of customer experience, customer decision making, motivations, content design and engagement helps us to comprehend the importance of product content and its design in relation to various platforms, executions and customers. These areas are also important for understanding external factors that can negatively or positively influence engagement of product content. To read further, please CLICK HERE.   If you have any questions or would like to find out more, please get in touch with michael.mh.harris@oracle.com

To read the full publication please CLICK HERE. Author: Michael Harris, Principal Consultant, UK To keep ahead of the competition, businesses need to ensure they provide consumers with the best...

Future State

Soar to Cloud with Disaster Recovery

Using Oracle Gen 2 Cloud Infrastructure as Your Disaster Recovery Solution Many companies are tired of being in the “data center business.” The capital investment is high and the technology refresh cycle has a predictably high recurrence of these expenses. In addition, there is a need for a Disaster Recovery (DR) site: an additional physical data center generally located in a different geography existing only as an insurance policy for those “just in case” disaster scenarios. While it’s clearly a worthwhile investment made to ensure business continuity, at times, this can nearly double data center costs and exists only for an event that everyone hopes never happens.   We’re hosting a webinar to talk more about how Oracle can support your disaster recovery plan and explain the strategic approaches and best practices for moving your disaster recovery (DR) to Cloud.  Join us on December 10th at 10am PT. An on-demand replay will also be available. Register Here To make management of extra data centers easier and the data refresh quicker, many companies have their backup center in close physical proximity, connected by fiber optic cabling for speed of data transfer. Of course, this also incorporates an implied DR plan where a tornado would be required to make a hard turn between the two data centers to avoid both primary and secondary catastrophes from occurring simultaneously. There are several alternatives to these potential scenarios. But only a cloud solution charges you just for what you need. There is only one cloud optimized for Oracle workloads: Oracle’s Gen 2 Cloud Infrastructure. Technical best practices for cloud usage supports many DR strategies and approaches ranging from Cold backups to Warm and Hot sites. Cold: Where applications and databases are backed up offline  and inaccessible for update Warm: Where applications and databases  are  replicated to a secondary site running in the  background, and backed up at a point in time Hot: Where both applications and data are live and accessible at one or multiple sites, and backups are dynamic Each of these can be accommodated and each have pros and cons. As a strategy, placement of DR in the cloud can be a good step toward moving production there.   Oracle Consulting provides cloud strategy services to help you establish your roadmaps and determine your return on investment, accelerating your positive cash flow to ensure your business success. We can help with the following: DR strategy and roadmap Oracle Soar automated migration platform services to rapidly and efficiently migrate your databases, VMs, and applications to your Oracle Cloud Infrastructure subscription Support for your testing and verification processes Configuring and enabling your integrations between your on-prem and cloud environments Providing you with “Day 2” services to keep your application binaries in sync Join us for our Disaster Recovery Soars on Oracle Cloud webinar and get started on your disaster recovery plans Register Here Contact us at email: soar-migrations_us@oracle.com This article was co-authored by Barb Cross, Cloud Migration Services Architect, Oracle Consulting

Using Oracle Gen 2 Cloud Infrastructure as Your Disaster Recovery Solution Many companies are tired of being in the “data center business.” The capital investment is high and the technology refresh...

Future State

Cultivating Cloud Culture: How to Unlock True Innovation

I’ve been in the cloud game for over 15 years—since before it was cool—which means I’ve watched from a front-row seat as cloud completely changed the game for business and IT leaders. Today, as even the biggest enterprises are sunsetting their legacy, on-premises systems and embracing the cloud, the work we do as consultants is more important than ever.  After all, a cloud solution can only deliver on its full potential when business processes and organizational culture are fully aligned to it.  Here at Oracle Consulting, we see our organization as the bridge between the technology and the customer. It’s our mission to blend delivery and execution with human-centered, cultural transformation.  Cloud is a culture shift, first and foremost. Get your culture right, and you can make cloud soar. But how do you shift your culture? And, why is that important? To help bring clarity to these nuanced conversations around culture, we adhere to eight attributes that we firmly believe are at the heart of every highly functioning “Cloudy” Culture.  Of course, each trait serves a vital role, but today I’d like to explain why empowerment is the silver bullet for cloud success. When we engage with clients, one of our imperative goals is to cultivate an environment in the cloud where people feel capable and confident to make decisions at the pace of innovation, based on a well-defined set of criteria. Empowerment, done right, signifies a team of confident professionals who are aligned around a vision.  But how do you know if your workplace culture lacks empowerment?  Do you ever find yourself fielding questions that anyone could figure out on their own? Would your team describe the way we do things as an iterative, flexible process or simply the path of least resistance?  Is it hard to recall the last time someone approached you, unprompted, with a bold new idea or an outside-the-box solution to a problem that’s been plaguing your organization? Do people tend to keep their heads down and stay in their lanes until a moment of crisis snaps them out of it? And then what happens? Is there a spirit of collaborative ownership or do you see a lot of buck passing and us versus them language?  These are the signs of a disempowered workplace. Let me be clear: a top-down, command-and-control organization can be effective in many scenarios. That said, I can tell you from firsthand experience that attempting any transformation as wide reaching as a cloud implementation without an empowered team can have a domino effect that derails the entire project. Lack of empowerment impedes decision making, discourages innovation, and creates finger pointing situations—all of which slow the pace of the implementation—costing time and money, and creating a negative, frustrating experience. Empowerment is the end result of doing things the right way Everyone knows their roles and responsibilities, and there’s mutually understood organizational clarity around the competencies needed to get to the end state.  Decisions are made on a timely basis through empowered leaders at every level—not just at the top. Innovation is woven into the fabric of your team, so people feel safe and supported to bring new ways of thinking to the table. Transparency bolsters that sense of communal purpose, and measurements are used along the way to keep the team on track.  It creates a positive, invigorating experience because everyone is equally invested in and empowered to deliver on the shared vision.  Embracing change, developing cloud-confidence A move to the cloud is an opportunity for businesses to embrace iterative and agile processes. I’ll be honest, this is a learning curve for most organizations. And, we’ve found that sometimes the larger the organization, the more dramatic (and sometimes uncomfortable) this learning curve can feel.  To help our clients gain confidence in this new way of working, we help lead them through change—teaching, advising, and executing on quick wins to gain confidence. We draw on the knowledge of why things were done in the past, and align on how they will be done in the future, to realize their desired business outcomes. Empowerment is the key to cultivating a cloudy culture When people trust their decision-making capabilities, they’re more likely to promote transparency and collaboration between lines of business. This streamlines processes and bolsters versatility as people learn to shift roles across teams. All of these behaviors foster the ideal environment for a cloudy culture, which fuels innovation and leads to greater acceleration.  That’s why I tell my clients: If you're going to over-index on any one attribute of a cloudy culture, it should be empowerment. Any resource dedicated to building confidence is a worthy investment because empowered people move mountains.  Is your culture cloud-ready?  Take our Cloud Readiness Assessment and let me know what you think in the comments. 

I’ve been in the cloud game for over 15 years—since before it was cool—which means I’ve watched from a front-row seat as cloud completely changed the game for business and IT leaders. Today, as even...

Soar to Cloud - An Overview

AUTHORS: Dawn Austin, Senior Director, Cloud Migration, Oracle Consulting Ross Emerton, Senior Director, Cloud Migration, Oracle Consulting According to Cowen/Altman Vilandrie & Co 2018 Cloud Survey, over 50% of businesses expect to migrate non-cloud workloads to the cloud within two years. Each company’s reasons for moving to the cloud are different and include some or all of the below drivers: Cost reduction – according to Forrester Research, 75% of today’s IT budget is spent on maintenance. Companies with aging hardware are assessing the business value of operating expense model vs. a large capital investment. Innovate to differentiate and compete – MIT Sloan Review reports that 79% of business fears disruption from upstarts and Constellation Research says that 75% of companies admit innovation is stifled by integration issues. Reduce risk – 91% of customers responding to Health IT Outcomes survey have experienced unplanned outages. Mitigate lack of talent – 30% of smaller enterprises and a quarter of larger enterprises complained about a lack of available talent to do cloud migrations based on an IDC Survey Spotlight report.   In a cloud migration, it is imperative to simultaneously operate in a new paradigm while continuing to embrace the "business as usual” operating model. Oracle Consulting has designed the Soar Cloud migration offering for IaaS and PaaS, a rapid like-for-like migration approach to help our customers shift databases and applications to the Oracle Cloud Infrastructure (OCI) based on the business outcomes they are trying to achieve. Our proprietary platform leverages automation and accelerators to migrate both Oracle and non-Oracle workloads, delivering powerful results for the modern organization’s journey to the Cloud.  Oracle’s processes and tooling are based on decades of experience consolidated into “best practices” and captured into a proprietary platform with automation and analytics. Our Cloud Certified delivery teams and tight alignment with product teams uniquely position Oracle Consulting to be the ‘how” behind your business transformation. Our approach for Cloud migration has three steps – Analyzing, Planning, and Migrating. Project management spans the project lifecycle to establish defined goals and objectives with a single governance model. ANALYZING As part the of analysis phase, we review and analyze source workloads. There is tremendous flexibility in terms of migration methods supported including ExaData, Bare Metal instances, virtual machines, non-container to container database migration, 10g to 19c migration, and other permutations to meet your business needs. Our workload analysis allows us to quickly identify the right migration approach. Tooling provides the transparency to view the entire database and application estate and determine workloads with similar characteristics that should be grouped for migration.  PLANNING During estate planning, Oracle Consulting reviews capacity, identifies opportunities for consolidation, and creates consolidation rules. This helps us plan the appropriate target architecture, capacity pools, and load hardware. Once we have the picture of source and target, we conduct a project impact analysis and calculate target resources. Finally, we present the results of analysis and planning in a workshop, working with you to build an overall migration schedule and wave plan based on business priorities and constraints.  Together we identify any issues and refine our estate analysis and planning approach. MIGRATING After we complete our final review of the analysis and planning deliverables with you, the Soar platform conducts an automated capacity review, then verifies the security requirements and considerations before the migration begins. Our provisioning engine builds the target infrastructure based on consolidation rules and Oracle’s architecture standards and best practices. Then migration proceeds in three stages with real-time migration insights visible throughout execution: Migration Readiness: A process that verifies the source to target connectivity, security considerations, etc. Migration: The actual migration of databases or applications from source to target environment at the click of a button. Post Migration: validate the migration on target environment and provide support for production environments   Value of Migrating to Oracle Cloud Infrastructure (OCI) Enables continuous innovation: once aligned with Oracle products and Cloud-enabled, your business is positioned to take advantage of continuous platform improvement for the modern business needs e.g. chatbot, analytics, and autonomous enterprise. New innovation is introduced every 90 days. Reduces security vulnerabilities: security vulnerabilities can put technical assets at risk and many businesses lack the capacity to address security given today’s constraints on IT talent. OCI provides a modern, secure architecture. Minimizes change impact: since Soar migrations are like for like and do not modify applications, there is minimal impact to business users when compared with a direct to SaaS model. The Oracle Consulting Difference Payment based on outcomes with no up-front costs: Soar fixed price offerings based on number of databases or application lifecycle environments makes pricing predictable. Customers pay for migration services at completion of successful migrations. There is no up-front cost. Improved accuracy: Automation and repeatable processes facilitate an accelerated move to Oracle’s Cloud Infrastructure in a predictable manner, reducing error associated with manual approaches.   Inline upgrade to OCI compliant database: Modernize with your upgrade to the Cloud by including a  database upgrade with your migration to achieve OCI compatibility.  Complete transparency: “what you see is what we see.” Tight alignment with product teams: One Oracle expedites resolution of any product issues reducing time to migrate and ensures post-migration success. Cloud Certified Consultants: knowledge of Cloud technology and Oracle products helps design your target infrastructure in a way that is high-performing, secure, and cost effective. If you want to learn more about Soar, you can reach out to soar-migrations_us@oracle.com. Join us at OpenWorld for the Oracle Soar sessions.  

AUTHORS: Dawn Austin, Senior Director, Cloud Migration, Oracle Consulting Ross Emerton, Senior Director, Cloud Migration, Oracle Consulting According to Cowen/Altman Vilandrie & Co 2018 Cloud Survey,...

Discover Autonomous: The Making of Oracle Consulting's Augmented Reality Experience at OpenWorld

AUTHOR: Dave Imperiale, North America Communications and Marketing, Oracle Consulting Kurt Bringsjord and David Tester joined Oracle as associate consultants in Oracle’s Austin, Texas Innovation Hub in June 2018 – their first jobs out of college. At a functional level their roles were straightforward: help Oracle customers with post sale implementations and configurations of IaaS and PaaS solutions. Little did they know, 18 months later, the majority of their time in the Hub would be spent working on innovative projects for Oracle and their customers. Nor could they have known that a quick text message would give them an early, career-defining opportunity to develop an augmented reality gaming experience that would be debuted at Oracle OpenWorld 2019 in front of thousands of customers. No pressure. The text was from Aaron Millstone, senior vice president, North America Cloud Consulting, to Beth Legate, who leads the Consulting “Hubsters” at the 10,000-person, state-of-the-art complex in Austin.  “See if you can get some of the hubsters to build a cool demo on ADW [Autonomous Data Warehouse] for [Oracle] OpenWorld.” Based on the creativity and ingenuity Bringsjord and Tester demonstrated on customer projects, Legate decided to offer them an opportunity. They ran with it. And they ran fast. In just 90 days, they designed Discover Autonomous: Augmented Real Estate, an experience which lets people fly through the cityscapes of San Francisco, NYC, and Austin to check real estate sales and rental pricing with real-time data, powered by the Oracle Autonomous Data Warehouse. “We knew this would be a big data visualization project powered by ADW. Once we designed everything we set up our instance with 90 tables and 10,000 pieces of open source real estate data going back 30 years in each of the three cities…locations, rental and sale prices, price per square foot, etc. We loaded San Fran first, and were able to automatically scale for Austin and NYC,” said Bringsjord. Tester added: “We are not DBAs. We had never touched any of this technology three months prior to completion, including ADW. Now all of the data is updated and all of the tasks are performed autonomously.” They’re being a tad modest. Despite never having used any of the following hardware or software before, here’s what they accomplished in those 90 days: Went through the discovery and ideation process on what to build to showcase Autonomous Data Warehouse at Oracle OpenWorld. Built a custom, desktop computer with graphic cards. They went out and bought all of the components themselves—they couldn’t do what they needed to do on their corporate-issued laptops. Chose to use Magic Leap AR Headsets after appropriate due diligence, and then became approved creators by that company. Implemented, learned, and used the Unity game engine to build 3-D models, game logic, and design the experience. Became certified on Autonomous Data Warehouse. What’s next for these guys? Tester says: “I’ll be getting back to the Hub right after OpenWorld. I still spend half of my time with customers on implementing their Cloud solutions, surrounded by our diverse group of peers who have expertise in just about every technology skill set you can imagine.” David and Kurt are both looking forward to their first Oracle OpenWorld, where they will be stationed front and center showcasing their Augmented Reality experiences at the Oracle Consulting Lounge on the 3rd floor of Moscone West in San Francisco. Experiences. Plural. Apparently, they didn’t think the real estate demo was enough…so they also built an interactive Autonomous Database game to educate customers on the platform. All attendees are welcome to come by, check out these unique experiences, and meet these guys in person.

AUTHOR: Dave Imperiale, North America Communications and Marketing, Oracle Consulting Kurt Bringsjord and David Tester joined Oracle as associate consultants in Oracle’s Austin, Texas Innovation Hub in...

Future State

When it comes to send times, there’s no ‘one size fits all’ solution

Author : Simon Johnston | Strategic Consultant, Oracle Marketing Cloud Email has evolved significantly from the early days of ‘blast and go’. Dynamic content allows us to personalise with ease: we can trigger real-time emails based on site actions, whilst multi-variant testing allows us to optimise like never before. But has the way that we choose our send times really changed that much? We’re not referring here to triggered email campaigns like ‘abandon carts’ but to high-volume promotional campaigns, often called Business as Usual (BAU) emails. These are the emails which, like it or not, bring in the majority of email-generated revenue for retailers. They are typically scheduled to go at times the marketer determines, rather than by reacting to a customer interaction.   Timing affects placement The email inbox is a pretty busy place. There are promotional emails fighting for attention against social notifications, family messages and the occasional bit of spam which slips past the watchful eyes of the Internet Service Provider’s (ISP) inbox filter. Inboxes saw an 18% increase in email volume between 2016 and 2017. As a marketer you want to get your message seen. Sending at 9:00 a.m. may work just fine for some of your subscriber base, but there may be others who are still asleep (shift workers for example), and by the time they check their phone at lunchtime your email will be buried. This burying effect can be seen in the ‘unique open’ rate decline immediately after sending an email. The below example from a leading retailer shows how opens are distributed from the time emails are sent. 28% of all unique opens occur within the first hour 70% of all opens occur within the first 8 hours 83% of all opened emails are opened within 24 hours      Defining ‘best’ In my first week at Oracle I remember asking a colleague what was typically the best time to send a B2C email. I had seen a few studies online and wanted to get the benefit of his wisdom on this topic. Instead of replying “Tuesday at 10 a.m.” or “Friday at lunchtime” he simply asked: “Best for what?” He was right. This is a crucial question you need to ask yourself as a marketer. What are you aiming to achieve by segmenting your send time? Are you looking for the best time to minimise unsubscribes? The best time to generate incremental website traffic? The best time to improve open or click-through rates? Or the best time for lifting page views? Not all of these considerations are in exact alignment.  However, the further down the funnel you go the harder it is to optimise with clear winners, which is why most marketers tend to optimise for top-of-funnel actions like unique opens or click activity. It is recommended that you consider the impact of your activity outside of the email channel, and also to study your web analytics reporting as a whole to understand the real impact of your tests.   Approaches to determining send time Optimising your send time is the oft-ignored ‘4th element’ of segmentation. You’ve got the right targeting (Who), the right personalisation (What), the right channel (Where), and now you want the right time (When). In our experience there are three broad approaches marketers can take to determine send time: 1. Basic batch The entire batch of emails is sent at the same time, and the send time is usually determined based upon assumptions or convenience. An assumption-based approach might be that the audience are working professionals: therefore, emailing during peak commuting time is unwise, so instead we send at lunchtime. A convenience-based approach usually centres on sending at a set time based on established practice: “That’s what we’ve always done.”  A brand typically defines a common-sense blackout period during which they definitely do not want to send, for example between midnight and 5 a.m. This is mostly to avoid fury from subscribers woken up by a notification (if they have sound enabled). More sophisticated marketers will use their web analytics to identify peaks and troughs in the daily traffic pattern, and use those to decide whether to send when activity is high (to add to already piqued interest) or when activity is naturally low (to try and drive incremental visits). Good: Marketer convenience. The recipient can anticipate receiving messages at a certain time. Bad: Will not suit every subscriber on a list. Might be the best time for a particular campaign, but not for the individual. 2. Batch-delivery testing Using the Responsys Program or Eloqua Campaign Canvas, marketers can split their audience and route them in batches to multiple send times. You start by defining a ‘no send’ period and then test everything outside of that. With large-enough audiences this could be each of the hours, or you might wish to target smaller audiences initially to identify a larger four-hour window which delivers best results before refining. Good: Specific to your audience. Bad: Iterative testing takes time, but is still a ‘one size fits all’ campaign-level optimisation.  3. Algorithmic send-time optimisation (STO) Both of the above approaches are campaign-level time optimisation. They aim to answer the question: “When is the best time to send my campaign to my entire audience?” The other approach is subscriber-level time optimisation” “When is the best time to send this campaign to an individual?” Subscriber-level solutions typically run historic engagement data through an algorithmic model to calculate the best time for an individual subscriber to be sent an email. In Oracle’s STO model all subscribers who have past behavioural data are run through a proprietary algorithm and assigned to 1 of 24 segments representing the hours of the day. For those with no values, a default send time can be chosen in the program settings. A data table holds the ideal time values for each subscriber by day, and these are referenced by an STO timer in the Responsys Program. This avoids the need to have 24 branches routing to each hour, keeping program designs clean and efficient. There is also the option to use the STO functionality for serving multiple time zones. If you have a global sales event launching at 9:00 a.m. across several countries, you can manually upload a time-value equivalent to 9:00 a.m. in the Accounts Time Zone setting to the STO table and then launch through Program. The STO node in Responsys is free to use either with your own Send Time Algorithm (if you have a data science team who can process this data) or with Oracle’s tried and tested model (which is an additional license option). Good: Automated, subscriber level. Based on actual behaviour. Can aid in deliverability. Bad: Does not suit every type of campaign you may want to send. Which should you choose? For marketers sending at scale on a regular basis it makes sense to think seriously about investing in an algorithmic subscriber-level solution. We have typically seen between 6% to 10% lifts in unique open rates for clients with STO, and some seeing lifts as high as 30%. Uplifts in unique open rates bring with it lifts in unique click-through rates, and that waterfall effect can be felt all the way down the funnel to conversion. “The Oracle Responsys Send-Time Optimisation solution is driving at least a 10% increase in response rates every time we’ve tested it, and as high as 30% increases.” -VP of Marketing at a large omni-channel department store retailer   Is STO the best solution for every campaign? Not always. Certain campaigns are time-critical: a 6-hour flash sale, for example, would not be a suitable campaign for using STO. Consider your sending window and ask if the last recipient has enough time to respond and whether or not it’s fair to recipients.  Many customers work with Oracle Marketing Cloud Professional Services teams to answer these questions, so why not get in touch today to see how you can benefit?   For more details on Oracle Marketing Cloud, Click here & if you would like to get in touch with us, visit us here       About the author: Simon has worked with the Oracle Strategic Services team for the last 5 years, supporting retailers with CRM initiatives covering acquisition, conversion and retention.

Author : Simon Johnston | Strategic Consultant, Oracle Marketing Cloud Email has evolved significantly from the early days of ‘blast and go’. Dynamic content allows us to personalise with ease: we...

Oracle Cloud Consulting Advisory: HOW Do You Get to Cloud?

  AUTHORS: Mike Owens, Group Vice President of Oracle Cloud Advisory Rob Rowello, Vice President of Oracle Cloud Advisory IT organizations today are at a crossroads. Most enterprise CIOs have already begun their journey to the cloud over the past decade by moving non-mission critical applications such as custom development, CRM, HCM, email, desktop apps, file sharing, and collaboration. What remains are the “toughest nuts to crack:” applications that are highly customized and drive your mission-critical workloads. The operational benefits of migrating these often-complex workloads are well understood—increased agility, elasticity, and innovation, along with reductions in capital and operating expenses. However, the journey to the cloud for these workloads is not a clear one, and there are many paths to consider before you embark. Oracle Consulting works closely with our clients to identify the right path. In most cases, our clients operate in hybrid environments and will end up having workloads distributed across IaaS, PaaS, and SaaS. Our primary objective is to work with you to assess your current application landscape and identify the right “roadmap” for your journey that minimizes risk and accelerates time to value—without disrupting your day-to-day business. Managing and maintaining a cloud service requires a different way of working. Your culture has to be ready for the move. Our most successful clients possess the following attributes: Strong sponsorship from business owners to drive innovation and maintain focus on results Governance from both IT and lines of business to encourage speedy and collaborative decision-making Focus on building internal capabilities to support new operating models An environment that avoids complex processes and supports change Agile approach to delivery of releases, which facilitates a repeating cycle of innovation Optimal use of self-service support tools and resources Oracle Consulting has a proven and straightforward methodology to enable your journey to the cloud…quickly. We begin by refining your cloud strategy, with a specific focus on how Oracle’s Cloud Infrastructure (OCI) and PaaS services can best enable your workloads. We see that most companies have and will continue to have a multi-cloud strategy. Our approach determines how to work within your environment. This includes leveraging Oracle’s recent cloud interoperability announcement with the Microsoft Azure cloud service. Next, we examine your current IT operating model to determine your “Cloud Readiness.”  And finally, we use these inputs to develop a change impact assessment and a customized transformation roadmap to the cloud.   We have a dedicated team of industry-leading architects, developers, and data migration specialists to assist in executing this roadmap. Oracle Consulting leverages our proven migration accelerator called “Soar” to move workloads to the Oracle Cloud. We leverage our automation and direct relationships with Oracle Product Management to help migrate Oracle and non-Oracle databases and applications. Our Soar approach and engagement is focused on your outcomes. Our migrations are executed with a fixed price AND we don’t bill the customer until the migration is complete. This is our “Customer Business Outcomes” approach—a clear commitment to customer success.   Are you and your organization at the crossroads in your cloud journey? Oracle Cloud Advisory can help your organization with a clear roadmap, supported by our migration and cloud services capabilities to deliver the value where and when you need it. How do you start? Contact our members of the Cloud Advisory (na-cloud-advisory_us@oracle.com) team and let us help map your journey. And check out our Oracle OpenWorld session How to Build an Effective Cloud Strategy on Monday, September 16th from 2:45pm to 3:30pm in Moscone West, 3007B.  

  AUTHORS: Mike Owens, Group Vice President of Oracle Cloud Advisory Rob Rowello, Vice President of Oracle Cloud Advisory IT organizations today are at a crossroads. Most enterprise CIOs have already...

From Grad to Great: UKIE Consulting Graduate Programme Shaping the Future

Author: Ana Perez, Senior Director, Oracle UKIE Consulting The last few years has seen the huge changes in the Technology world and tremendous growth of Cloud business. The Oracle Consulting Graduate Scheme, which has been extremely successful, aims to train and develop the next generation of Oracle Consultants to support the growth of the business and help us to keep up with the increased demand. The scheme consists in a 2-year programme which involves activities to create a highly engaged graduate community that promotes career development. Recent graduates join from universities from all over the UK to join one of our practices which include Applications, Technology, Business Development and project management.   ‘We believe that the best way to learn is by doing. So our graduates join projects and customer work after a short training period. They are able to add value from day one. We continue to support their development with a mix of classroom and on the job training. Our training programme focusses both on the technical and the soft skills required to become a successful Consultant’  Ana Perez, Senior Director, Oracle UKIE Consulting   The graduate programme is always seeking for the next future consultant, whether it is in Apps or Tech. If you are or know a recent graduate aspiring a career in tech who is enthusiastic, motivated and highly passionate about being in an interactive environment.   Please get in touch with ana.perez@oracle.com.

Author: Ana Perez, Senior Director, Oracle UKIE Consulting The last few years has seen the huge changes in the Technology world and tremendous growth of Cloud business. The Oracle Consulting Graduate...