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Oracle’s Second-Generation Cloud Region in Saudi Arabia Is Live

Maa’den; Zamil Group; The General Authority of Meteorology and Environmental Protection; and Awini app Choose Saudi Arabia’s Most Advanced Cloud  In line with rapid adoption of Oracle Cloud in the Kingdom of Saudi Arabia and the wider Middle East, Oracle announced the general availability of its Cloud region in Jeddah, Saudi Arabia. Now, customers and partners will have access to all Oracle Cloud services, including Oracle Autonomous Database and Oracle Autonomous Linux, as well as Oracle Cloud Applications, to unlock innovation and drive business growth.  Oracle’s second generation Cloud is now available in 24 fully independent locations, with plans for 14 new cloud regions by the end of 2021.   “Oracle Cloud is fast becoming the preferred digital transformation platform for private companies, public sector organisations, and tech startups in Saudi Arabia, and we are delighted to be serving the larger Middle East region, where 87 percent of the top companies by revenue use Oracle, and 54 percent already use Oracle Cloud,” said Abdul Rahman Al Thehaiban, Senior Vice President – Technology, MEA & CEE, Oracle. The first region in Jeddah will be followed by a second region in Saudi Arabia, as well as two regions in the UAE. These represent Oracle’s first forays into the Gulf with Cloud regions, a part of the world that’s been underserved by other cloud vendors. Oracle is the first public cloud vendor with a region in Saudi Arabia. Businesses in Saudi Arabia drive major transformation with new cloud region  Zamil Group Holding Company is a family investment company with huge interests and investments around the world. The Group offers its advanced products and services, and also provides excellent opportunities for investors and partners in all its industrial, petrochemical and service sectors “With Oracle Cloud, we started to consolidate our applications environments worldwide to get better and centralized control, lower costs, better resources utilization, and more flexible pricing aligned with our digital transformation journey. Now, with the new Cloud region in Saudi Arabia, we will be able to get closer to our operations in Saudi Arabia, Middle East, and Africa,” said Abdulbary Atassi, Director, Information Technology, Zamil Group. The General Authority of Meteorology and Environmental Protection (GAMEP) is a government body responsible for environmental issues, meteorological information and weather prediction in Saudi Arabia. “The General Authority of Meteorology and Environmental Protection (GAMEP) is one of the first adopters of Oracle Cloud Infrastructure in Oracle’s Saudi Cloud region. Our aim is to create an agile and innovative platform that offers enhanced availability and performance to migrate our SharePoint portal while using the latest managed SOA integration services in Oracle Cloud Infrastructure. With Oracle Cloud Infrastructure now in Saudi Arabia, and the support of the CSM organization, we were able to design a robust architecture, provision, and migrate our workloads in a more innovative way with lower risk within the Saudi borders to meet our data residency requirements, along with low latency, and strong data governance,” said Eng. Naif Dakhelallah Al-Orfi, Head of Information System & Applications, GAMEP. AWINI App, a tech start up from Saudi Arabia, provides and electronic platform to connect the transport service provider directly to customers round the clock across the Kingdom of Saudi Arabia.  “We were on Amazon Web Services but moved to Oracle Cloud Infrastructure as they gave us a competitive price than AWS. The maintenance by Oracle is of real high quality and with no lock-in period for certain technologies. Everybody says that AWS is cheaper but in our experience, the prices are not consistent and sometimes can go really high.  We are now working with Oracle to connect our back end with their ERP in stages,” said Dr. Abdul Rahman Sultan, Chief Executive Officer and Founder of Awini. “Accelerating digital transformation to drive socio economic success in line with Saudi Vision 2030 is a key priority for Saudi Arabia’s National Transformation Plan 2020 (NTP),” said Fahad Al Turief, Country Leader – Saudi Arabia, Oracle.  “Oracle’s Cloud region in Saudi Arabia is expected to accelerate the adoption of cloud solutions in the country and the wider region, as our second-generation cloud is the only modern, secure, enterprise-grade cloud that provides customers a strong foundation to unlock innovation faster and drive new business growth. We’ll help customers migrate to Oracle Cloud seamlessly as they look to scale their business for the experience economy.”  Adding Second Sites in Countries to Meet Customer Requirements Oracle has a unique dual region strategy that enables customers to deploy resilient applications in multiple geographies for disaster recovery and compliance requirements – without having sensitive data leave the country.  Customers that want to run critical systems of record in the cloud need fully independent cloud regions for disaster recovery purposes with multiple sites in the same country to meet data residency requirements. To that end, the Jeddah Cloud region will be joined by a second region in Saudi Arabia, next year.   Secure Cloud Infrastructure Oracle Cloud Infrastructure is a second-generation security platform, conceived and architected on security-first design principles. Innovations like isolated network virtualization and pristine physical host deployment, enable customer isolation from other cloud tenants and from Oracle personnel as well as reduced risk from advanced persistent threats. Oracle’s Continued Commitment to Saudi Arabia Oracle has been present in the Kingdom of Saudi Arabia for nearly three decades with presence across all major cities in Saudi Arabia including Riyadh, Jeddah, and Dammam. This long-term commitment from Oracle has translated into massive investments to help organizations of all sizes, in public and private sectors, achieve strategic objectives with digital transformation.  Oracle is investing in skills enablement in Saudi Arabia through Oracle University, the trusted provider of Oracle Cloud and on-premises software training and certification. All training is delivered by Oracle’s elite global team of experts and is made available in multiple learning formats for anytime, anywhere training.  In addition, Oracle is supporting the next wave of Saudi workforce and entrepreneurs with a host of collaborations with leading organisations including the MiSK Foundation, Ocean X and several leading local educational institutions. These initiatives offer internship programmes, workforce development and trainings, youth readiness programmes, and trainings for tech entrepreneurs. 

Maa’den; Zamil Group; The General Authority of Meteorology and Environmental Protection; and Awini app Choose Saudi Arabia’s Most Advanced Cloud  In line with rapid adoption of Oracle Cloud in the...

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مجموعة كمال عثمان جمجوم تُسرّع تحولها الرقمي مع تطبيقات Oracle Cloud بهدف تعزيز نمو أعمال المجموعة وتوسّعها على النطاق العالمي

ستستخدم مجموعة كمال عثمان جمجوم المحدودة، وهي إحدى الشركات الرائدة في مجال التجزئة متعددة القنوات في منطقة الشرق الأوسط، تطبيقات Oracle Cloud لتحفيز التكامل التجاري والابتكار وتعزيز الكفاءة وضمان التحكم بالتكلفة والامتثال بشكل أفضل، وتنشئة قوة عاملة مجهزة رقمياً لدعم استراتيجية نمو المجموعة وخطط توسعها العالمية. وتضم مجموعة كمال عثمان جمجوم العديد من العلامات التجارية العالمية الشهيرة ولديها ما يقرب من 700 متجر في سبع دول. قال هشام العمودي، الرئيس التنفيذي لمجموعة كمال عثمان جمجوم: "تطور مشهد التجزئة وتفضيلات العملاء بشكل كبير اليوم، ونحتاج للاستمرار باستراتيجية النمو لدينا لضمان درجة عالية من مرونة الأعمال. ويُعدّ التحوّل الشامل للأعمال والمدعّم بأحدث الحلول الرقمية أمر حتمي بالنسبة لنا للتكيف بسرعة مع بيئة الأعمال الجديدة. وستساعدنا تطبيقات Oracle Cloud على استكشاف قنوات جديدة وتعزيز قابلية التشغيل البيني السلس والابتكار من خلال قدرات تعلم الآلة والذكاء الاصطناعي". ستنقل مجموعة كمال عثمان جمجوم عملياتها الأساسية من موقع المجموعة إلى منصة السحابة المتكاملة عبر حل تخطيط موارد المؤسسات Oracle Fusion Cloud Enterprise Resource Planning (ERP) وحل إدارة الأداء المؤسسيOracle Fusion Cloud Enterprise Performance Management (EPM). وسيساعد تطبيق هذه الحلول المجموعة على تخفيض الإنفاق على المشتريات من خلال تسهيل تصنيف الموردين وتزويد الإدارة بالتقارير الفورية والشاملة لكل ما يخص إنفاق الموردين. علاوة على ذلك، ستتمكن إدارة المجموعة عبر استخدام خاصية نمذجة السيناريوهات من التعرف على سيناريوهات الأعمال المختلفة لصياغة استراتيجية قوية للذهاب إلى السوق. وأضاف العمودي: "غالباً ما تتطلب أنظمة التخطيط لموارد المؤسسات المحلية التخصيص والتكامل مما يتسبب بتأخر الوظائف المهمة مثل إعداد التقارير والمدفوعات والمشتريات، وتفتقر هذه الأنظمة عادةً إلى التقنيات المتطورة مثل تعلم الآلة. وعلى عكسها، توفر تطبيقات Oracle Fusion CloudApplications قابلية التوسع السريع والتقنيات المتطورة مثل تعلم الآلة والتحليلات المضمّنة لنتمكن من التكيف مع تغيرات الأعمال بسرعة وتحفيز مصادر جديدة للدخل". ستقوم مجموعة كمال عثمان جمجوم أيضاً برقمنة مهام الموارد البشرية الأساسية باستخدام حل إدارة رأس المال البشري Oracle Fusion Cloud Human Capital Management (HCM)، الذي سيساعد المؤسسة على ربط كل عمليات الموارد البشرية، بما فيها الموارد البشرية العالمية وإدارة المواهب وإدارة القوى العاملة وكشوف المرتبات، بالإضافة إلى توحيد عمليات إدارة رأس المال البشري في أقسام التمويل وسلسلة التوريد وتجربة العملاء. وستتمكن إدارة المجموعة من الوصول إلى مصدر واحد موثوق لبيانات الموارد البشرية والبيانات المالية لتسريع عملية اتخاذ القرارات. قال راهول ميسرا، نائب الرئيس لتطبيقات الأعمال لدى Oracle الخليج: "ستكون القدرة على التعزيز المستمر للابتكار هي المفتاح لضمان مرونة الأعمال مع نماذج الأعمال الجديدة وتغيُّر توقعات العملاء وتحوُّل متطلبات القوى العاملة. وسيساعد قرار مجموعة كمال عثمان جمجوم للتخطيط المستمر للابتكار في تحويل التغيّرات في الأعمال والتكنولوجيا إلى فرص جديدة. وستضمن المجموعة عبر تطبيق هذه الحلول المرونة العميقة في عملياتها التجارية الرئيسية للاستجابة لأي انقطاع".

ستستخدم مجموعة كمال عثمان جمجوم المحدودة، وهي إحدى الشركات الرائدة في مجال التجزئة متعددة القنوات في منطقة الشرق الأوسط، تطبيقات Oracle Cloud لتحفيز التكامل التجاري والابتكار وتعزيز الكفاءة...

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Kamal Osman Jamjoom Group Accelerates Digital Transformation with Oracle Cloud Applications to Drive Growth and Support Global Expansion

Middle East’s leading multi-channel retail group, Kamal Osman Jamjoom Group (KOJ) will implement Oracle Cloud Applications to drive business integration and innovation, enhance efficiency, ensure better cost control and compliance, and nurture a digital ready workforce to support the group’s growth strategy and global expansion plans.  KOJ is home to multiple popular international brands, with nearly 700 stores across seven countries.                                              “The retail landscape, and customer preference has now evolved dramatically, and in order to continue with our growth strategy, we need to ensure a high degree of business resilience and agility,” said Hisham Al Amoudi, Group Chief Executive Officer, Kamal Osman Jamjoom Group. “A comprehensive business transformation that is powered by latest digital solutions is an imperative for us to quickly adapt to the new business environment. Oracle Cloud Applications will help us explore new channels, drive seamless interoperability and innovation with its embedded machine learning and artificial intelligence capabilities.” KOJ will transition core business processes from on-premises to an integrated Cloud ecosystem with Oracle Fusion Cloud Enterprise Resource Planning (ERP), Oracle Fusion Cloud Enterprise Performance Management (EPM). The implementation will help KOJ reduce procurement spend by facilitating supplier categorization, and providing a real time 360-degree view to the management on all supplier spend. Furthermore, using the scenario modelling capability, KOJ management can explore different business scenarios to craft a robust go to market strategy. “On-premises ERP systems often require customizations and integrations that can delay critical functions like reporting, payments, procurement, and lack game-changing technologies like machine learning. In contrast, Oracle Fusion Cloud Applications offers rapid scalability and leading-edge technologies like machine learning and analytics embedded so we can rapidly adapt to business changes and drive new revenue streams,” added Al Amoudi.    KOJ will also digitize its core HR function with Oracle Fusion Cloud Human Capital Management (HCM). This will help the organization connect every human resource process, including global HR, talent management, workforce management, and payroll, besides also unifying HCM across finance, supply chain, and customer experience. KOJ management will be able to access one source of truth for HR and finance data to accelerate decision making. “With new business models, changing customer expectations, and shifting workforce demands, the ability to drive continuous innovation will be key to ensure business resilience”, said Rahul Misra, vice president – Business Applications, Lower Gulf Oracle. “KOJ’s choice to plan for continuous innovation now will help turn changes in business and technology into an opportunity. With this implementation, KOJ is ensuring deep flexibility and agility of its key business process to respond to any disruption.” 

Middle East’s leading multi-channel retail group, Kamal Osman Jamjoom Group (KOJ) will implement Oracle Cloud Applications to drive business integration and innovation, enhance efficiency, ensure...

مركز سحابة Oracle من الجيل الثاني أصبح متوفراً في المملكة العربية السعودية

شركة معادن وشركة الزامل والهيئة العامة للأرصاد وحماية البيئة وتطبيق عاوني تختار السحابة الأقوى والأكثر تطوراً في المملكة تماشياً مع التبني السريع لخدمات Oracle Cloud في المملكة العربية السعودية والشرق الأوسط ككل، أعلنت Oracle عن التوافر العام لمركز السحابة الخاص بها في جدة بالمملكة العربية السعودية. وسيتمكن العملاء والشركاء الآن من الوصول إلى جميع خدمات Oracle Cloud، بما فيها قاعدة البيانات المستقلة Oracle Autonomous Database ونظام لينكس المستقل Oracle Autonomous Linux، بالإضافة إلى تطبيقات Oracle Cloud Applications، التي من شأنها أن تُعزّز الابتكار وتحفّز نمو الأعمال. أصبح الجيل الثاني من Oracle Cloud متوفر الآن في 24 موقع مستقل، وهناك خطط لتوفير 14 مركز جديد لخدمات السحابة مع نهاية عام 2021. قال عبدالرحمن الذهيبان، النائب الأول لرئيس قسم التكنولوجيا في شركة Oracle في الشرق الأوسط وأفريقيا: "أصبحت Oracle Cloud سريعاً منصة التحول الرقمي المفضلة لدى الشركات الخاصة ومؤسسات القطاع العام والشركات التقنية الناشئة في المملكة العربية السعودية، ويسرّنا أن نقدم خدماتنا في كافة أنحاء منطقة الشرق الأوسط، حيث تستخدم 87 بالمئة من الشركات ذات الإيرادات العالية خدمات Oracle وتستخدم 54 بالمئة منها خدمات Oracle Cloud". وسيتبع المركز الأول في جدة هذا العام مركز ثاني في المملكة العربية السعودية، بالإضافة إلى مركزين آخرين في الإمارات العربية المتحدة. وتمثل هذه المراكز افتتاح Oracle الأول لمراكز السحابة من الجيل الثاني في منطقة الخليج التي لم تكن تحصل على ما يكفيها من الخدمات من الشركات الأخرى المزودة لخدمات السحابة في المنطقة حتى اليوم. وتعد Oracle أول مزود عام لخدمات السحابة يفتتح مركز له في المملكة العربية السعودية. الشركات في المملكة العربية السعودية تحقق تحولاً كبيراً مع منطقة السحابة الجديدة مجموعة الزامل القابضة هي شركة استثمار عائلية لها مصالح واستثمارات ضخمة في جميع أنحاء العالم. وتقدم المجموعة منتجاتها وخدماتها المتطورة إضافةً إلى الفرص الممتازة للمستثمرين والشركاء في جميع قطاعات الصناعة والبتروكيماويات والخدمات. ومن جانبه قال عبد الباري أتاسي، مدير تقنية المعلومات في شركة الزامل للاستثمار الصناعي (الزامل للصناعة): "بدأنا مع خدمات Oracle Cloud دمج بيئات تطبيقاتنا في جميع أنحاء العالم لتوفير التحكّم المركزي والتكاليف الأقل والاستخدام الأفضل للموارد، والأسعار الأكثر مرونة التي تتماشى مع رحلة التحول الرقمي. وسنتمكن مع افتتاح مركز السحابة الجديد في المملكة العربية السعودية من الاقتراب من عملياتنا في المملكة والشرق الأوسط وأفريقيا". الهيئة العامة للأرصاد وحماية البيئة هي هيئة حكومية مسؤولة عن القضايا البيئية ومعلومات الأرصاد الجوية والتنبؤ بالطقس في المملكة العربية السعودية. وقال نايف دخيل الله العرفي، رئيس قسم نظم المعلومات والتطبيقات لدى الهيئة العامة للأرصاد وحماية البيئة: "تُعد الهيئة العامة للأرصاد وحماية البيئة واحدة من أوائل المؤسسات التي رحبت بالبنية التحتية لتقنيات Oracle Cloud في منطقة سحابة Oracle في السعودية. ويتمحور هدفنا حول إنشاء نظام مبتكر ومرن يوفر الأداء المحسّن والتوفر الأوسع لترحيل منفذ SharePoint الخاص بنا عبر استخدام أحدث خدمات SOA المُدارة للتكامل ضمن Oracle Cloud Infrastructure، والتي تمكنّا عبرها وعبر إدارة نجاح عمليات العملاء من تصميم بنية قوية وترحيل أعباء عملنا بطريقة أكثر ابتكاراً وأقل خطراً داخل السعودية لتلبية متطلبات البيانات المحلية لدينا إلى جانب الكُمون المنخفض وإدارة البيانات القوية".  تطبيق عاوني هي شركة تقنية ناشئة في المملكة العربية السعودية، توفر منصة إلكترونية تصل مزوّد خدمات النقل مباشرةً بالعملاء على مدار الساعة وفي جميع أنحاء المملكة العربية السعودية. قال الدكتور عبد الرحمن سلطان، الرئيس التنفيذي لتطبيق #عاوني: "كنا نستخدم في البداية خدمات Amazon Web Services ولكننا انتقلنا إلى Oracle Cloud Infrastructure حيث قدموا لنا سعر تنافسي وأفضل من AWS. كما أن الصيانة لدى شركة Oracle تمتاز بجودة عالية وتأتي دون فترة تأمين محدودة لتقنيات معينة. وعلى الرغم من أن الكثيرون يقولون أنّ خدمات AWS أرخص، لكن حسب تجربتنا فإن أسعارهم ليست ثابتة ويمكن أن ترتفع في بعض الأحيان. ونعمل الآن مع Oracle لنصل بين منصة البيانات لدينا ومرحلة التخطيط لموارد المشاريع على مراحل". قال فهد الطريف، قائد عمليات الشركة لدى Oracle في المملكة العربية السعودية: "يُعدّ تسريع التحول الرقمي بهدف تعزيز النجاح الاقتصادي والاجتماعي بما يتماشى مع رؤية السعودية 2030 أولوية رئيسية لبرنامج التحول الوطني السعودية لعام 2020. ومن المتوقع أن تُسرّع منطقة سحابة Oracle في السعودية تبّني الحلول السحابية في الدولة والمنطقة على نطاق أوسع، حيث أنّ سحابتنا من الجيل الثاني هي السحابة الحديثة والآمنة الوحيدة على مستوى المؤسسات التي توفر للعملاء قاعدة قوية لتوفير سُبُل الابتكار بشكل أسرع وتعزيز نمو الأعمال الجديدة. وسنساعد العملاء على ترحيل أنظمتهم وبياناتهم إلى Oracle Cloud بسلاسة لتوسيع نطاق أعمالهم ودعم الاقتصاد المبني على الخبرة". إضافة مراكز إضافية في البلدان لمواكبة متطلبات العملاء تمتلك Oracle استراتيجية ثنائية المنطقة تُمكّن العملاء من استخدام التطبيقات المرنة في مناطق جغرافية متعددة لاسترداد البيانات في حالات الكوارث ومتطلبات الامتثال، دون الحاجة إلى نقل البيانات الحساسة خارج البلاد. وسيحتاج العملاء الذين يرغبون بتشغيل أنظمة التسجيل الهامة في السحابة إلى مراكز سحابية مستقلة تماماً لأغراض التعافي من الكوارث مع مواقع متعددة في نفس البلد لتلبية متطلبات وقوانين البيانات المحلية. وتحقيقاً لهذه الغاية، سينضم إلى مركز سحابة جدة مركز ثاني في المملكة في العام المقبل. البنية التحتية الآمنة للسحابة البنية التحتية Oracle Cloud Infrastructure هي منصة أمان من الجيل الثاني، تم تصميمها وفقاً لمبادئ التصميم التي تعتمد الأمان أولاً. وتتيح الابتكارات مثل المحاكاة الافتراضية للشبكة المعزولة ونشر المضيف الفعلي، عزل العملاء عن مستأجري السحابة الآخرين وموظفي Oracle وكذلك تقليل مخاطر التهديدات المستمرة والمتطورة. التزام Oracle المتواصل بالمملكة تتواجد Oracle في المملكة العربية السعودية منذ ما يقرب الثلاثة عقود مع فروع في جميع المدن الرئيسية في المملكة العربية السعودية بما في ذلك الرياض وجدة والدمام. وينعكس هذا الالتزام الطويل من Oracle في استثماراتها الضخمة لمساعدة الشركات من جميع الأحجام في القطاعين العام والخاص على تحقيق أهدافهم الاستراتيجية مع التحول الرقمي. وتستثمر Oracle في تمكين المهارات في المملكة العربية السعودية عبر جامعة Oracle، المزود الموثوق لدورات تدريب Oracle Cloud والبرامج المحلية ومنح الشهادات. ويقدم الدورات التدريبية فريق الخبراء العالمي من Oracle، ويتم توفير هذه الدورات التعليمية بأشكال ولواحق متعددة لاستخدامها والتعلم في أي زمان ومكان. إضافة إلى ذلك، تدعم Oracle الموجة الجديدة من القوى العاملة السعودية ورجال الأعمال عبر مجموعة من التعاونات مع الشركات الرائدة بما فيها MiSK Foundation وOcean X والعديد من المؤسسات التعليمية المحلية الرائدة. وتقدم هذه المبادرات برامج التدريب وتطوير القوى العاملة وبرامج تهيئة الشباب والدورات التدريبية لرواد الأعمال في مجال التكنولوجيا.

شركة معادن وشركة الزامل والهيئة العامة للأرصاد وحماية البيئة وتطبيق عاوني تختار السحابة الأقوى والأكثر تطوراً في المملكة تماشياً مع التبني السريع لخدمات Oracle Cloud في المملكة العربية السعودية والشرق...

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سلطنة عمان تطلق مشروعًا رقميًا وطنيًا بارزًا لتعزيز الاقتصاد الرقمي وفقاً للرؤية المستقبلية 2040 مـ، وتُعتبر أول دولة تمتلك منظمومة Cloud@Customer من شركة أوراكل

أعلنت اليوم شركة Oracle بأن المجموعة العُمانية للإتصالات وتقنية المعلومات المملوكة لجهاز الإستثمار العماني  اختارت خدمة الخدمات السحابية المحفوظة للعملاء  في مراكز البيانات (Cloud@Customer) المخصصة للمنطقة من شركة Oracle لدعم المبادرة الوطنية للسلطنة في تسريع التحوّل الرقمي لأكثر من 120 جهة حكومية وشبه حكومية في السلطنة. حيثُ توفّر Cloud@Customer خدمات سحابية تحفظ البيانات في قواعد بيانات عالية السرعة والتطور داخل إحدى مراكز البيانات في السلطنة، بالكامل للحكومة، ، كما تتضمّن قاعدة بيانات ذاتية، ومراكز البيانات الحكومية. وقال صاحب السمو السيد كامل بن فهد  بن محمود آل سعيد رئيس مجلس ادارة المجموعة العمانية للإتصالات وتقنية المعلومات: "نهدف إلى تصميم مبادرات رقمية تُساعد على تعزيز  الاقتصاد الرقمي في السلطنة بحيث  تتماشى مع توجّه رؤية عمان 2040". مُضيفاً: "نعمل على إنشاء بنية تحتية مدمجة حديثة لتكنولوجيا المعلومات ومجهزة بآخر ما توصلت إليه التقنية في مجال الخدمات  السحابية، هدفها إمكانية الحفاظ على البيانات في السلطنة ، والتوسّع والمرونة والأمان للخدمات الحكومية الإلكترونية بتكلفة معقولة."   كما أفاد المهندس سعيد بن عبدالله المنذري، الرئيس التنفيذي للمجموعة العمانية للإتصالات و تقنية المعلومات ،: "بعد وضوح إستراتيجة المجموعة وتوافقها مع رؤية عمان 2040مـ وإستراتيجية وزارة التقنية والإتصالات، " نسعى إلى تطوير الابتكار في التطبيقات الذكية  وتتخطيط موارد المؤسسات وبرامج إدارة معاملات العملاء  CRM المحلية من خلال بيانات الخدمات السحابية ، إضافة إلى استكشاف كيفية تنفيذ التقنيات الناشئة كالذكاء الاصطناعي وتقنية سلسلة الكتل Blockchain  والبيانات الضخمة والحوسبة عالية الأداء(HPC) ، آخذين في الحسبان سيادة البيانات والحفاظ عليها وفق اللوائح والأنظمة المعمول بها في السلطنة".  وأضاف: " ستساعدنا Cloud@Customer المخصصة للمنطقة من Oracle على العديد من الاستخدامات الديناميكية للمؤسسات الحكومية." وتشغيل مجموعة متكاملة من تكنولوجيا المعلومات على بنية أساسية سحابية متوافقة مع تحكم فعلي بالبنية التحتية والبيانات، من أجل تلبية متطلبات سيادة البيانات. وتتيح  المنظومة ضماناً  لبيانات العملاء، كما توحّد جميع عمليات التطبيقات في واجهة واحدة  بتحكّم محلي، فضلاً عن  توفيرها أعلى مستويات الأمان و مزايا بتكلفة معقولة ،الأمر الذي يساعد المؤسسات الحكومية على تحقيق المزيد من المرونة، من خلال تقديم التطبيقات والخدمات الجديدة عبر الإنترنت بأقل وقت وتكلفة مقارنةً بالمنصة الداخلية من جانبه، قال عبدالرحمن الذهيبان النائب الأول لرئيس منطقة أوروبا الوسطى والشرقية والشرق الأوسط وأفريقيا في Oracle: "يعدّ توفير الابتكار السحابي المتوافق مع أقصى درجات الأمان لكل من الحكومات والمؤسسات من أهم أولويات Oracle، حيث نحرص على توافق الابتكار السحابي مع أفضل مستويات البنية التحتية، والأداء، والموثوقية، وإدارة البيانات"، مضيفًا بان "استراتيجية سلطنة عمان الوطنية "السحابة أولاً" ملهمة جدًا، لا سيما أنها تهدف إلى تحفيز النجاح الاجتماعي لإقتصاد البلاد. وبالتالي يمكن للجهات الحكومية في عمان الاستجابة بسرعة إلى الظروف الاقتصادية المتغيّرة، من خلال توفير الخدمات المبتكرة الآمنة بأقصى سرعة ممكنة ".

أعلنت اليوم شركة Oracle بأن المجموعة العُمانية للإتصالات وتقنية المعلومات المملوكة لجهاز الإستثمار العماني  اختارت خدمة الخدمات السحابية المحفوظة للعملاء  في مراكز البيانات (Cloud@Customer) المخصصة...

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Sultanate of Oman Launches Major National Project to Strengthen Digital Economy

Selects Oracle Dedicated Region Cloud@Customer to Realize Country’s Vision for 2040 Today Oracle announced that the Government of the Sultanate of Oman has selected Oracle Dedicated Region Cloud@Customer to support the Government’s national initiative to accelerate digital transformation across more than 120 government and semi-government entities with an integrated Government Cloud (G – Cloud) platform.   The initiative is led by the Oman Information and Communications Technology Group (OICTG), a new entity established by the Oman Investment Authority (OIA), owned by the Government of the Sultanate of Oman.  Oracle Dedicated Region Cloud@Customer provides the Government with a fully-managed cloud region that brings all of Oracle’s second-generation cloud services, including Autonomous Database, to the government’s datacenters.  “At OICTG, our aim is to design digital initiatives to strengthen the country’s digital economy in line with Oman’s Vision 2040 framework,” said His Highness Al Sayyid Kamil bin Fahad Al Said, Chairman, OICTG. “We are working toward creating an integrated cloud-ready modern IT infrastructure that provides seamless scalability, agility, and security with a compelling cost of ownership.” “Cooperation with Oracle demonstrates OICTG’s focus on innovation and 4IR trends: migrating on-premises Oracle ERP and CRM applications to a cloud environment, developing customised cloud native applications, and exploring the implementation of emerging technologies like Artificial Intelligence, Blockchain, Big Data and high-performance computing (HPC), while following Oman’s data sovereignty regulations,” said Al Mandhari, Chief Executive Officer, OICTG.  “Oracle Dedication Region Cloud@Customer in Oman will help us explore several dynamic use cases for Omani Government entities.”  Oracle Dedicated Region Cloud@Customer enables customers, like the government of Oman, to run an entire IT portfolio on a cloud infrastructure with physical control of infrastructure and data, to help meet the most demanding data sovereignty requirements. The fully managed cloud region provides strong isolation of customer data, including all API operations, which remain local to the government’s datacenters and provide the highest levels of security.  Oracle Dedicated Region Cloud@Customer provides significant cost benefits to more than 120 Omani Government entities under the Oman G – Cloud initiative. Omani Government entities will be able to drive agility by quickly bringing new applications and services online in efficient and cost-effective manner compared to an on-premises platform.  “Making cloud innovation more accessible to governments and enterprises with superior security, infrastructure, performance, reliability, and data management is a key priority for Oracle,” said Abdul Rahman Al Thehaiban, Senior Vice President, Technology, MEA & CEE, Oracle. “The Sultanate of Oman’s ‘Cloud First’ national strategy to drive socio economic success for the country is inspiring. Government entities in Oman will now be able to quickly respond to changing economic conditions by rapidly scaling and introducing secure innovative services.”

Selects Oracle Dedicated Region Cloud@Customer to Realize Country’s Vision for 2040 Today Oracle announced that the Government of the Sultanate of Oman has selected Oracle Dedicated...

Oracle تسعى إلى تسريع تبني تقنيات السحابة في الشرق الأوسط عبر إطلاق منطقة البنية التحتية السحابية في المملكة العربية السعودية ودولة الإمارات

بقلم هاريش دوناخ، مدير أبحاث البرمجيات والسحابة في منطقة الشرق الأوسط وتركيا وأفريقيا لدى شركة "آي دي سي" تتزايد أهمية السحابة اليوم إذ أصبحت المنصة التقنية الأساسية للشركات الرائدة في منطقة الخليج. وعندما يتعلق الأمر بالسحابة العامة، لم تعد المناقشات حول الأمان وخصوصية البيانات على نفس الزخم والقوة كما كانت عليه قبل بضع سنوات. كما أن هذه المناقشات تحوّلت من واقع "عدم وجود سحابة" إلى واقع "اعتماد السحابة أيضاً" وحتى "اعتماد السحابة أولاً" إلى حد ما. وبفضل التعاون بين أوائل متبنّي السحابة وصانعي السياسات وأضخم مزوّدي السحابة، تتزايد تجارب اعتماد السحابة العامة واستخداماتها بوتيرة سريعة. وقد سلّطت حالة الضبابية وعدم الاستقرار في قطاع الأعمال وتقييد الحركة بسبب الأزمة الحالية الضوء على خطط المرونة واستمرارية الأعمال لدى العديد من الشركات. وبدأت شركات عديدة الآن بالتركيز ليس فقط على المناقشات حول السحابة ولكن أيضاً حول تسريع نهج تبني السحابة. وبدأنا نشهد تحول المناقشات حول السحابة من النفور والرفض إلى التوجه نحو تبني هذه التقنية بوتيرة سريعة فاقت توقعاتنا قبل عام. وقد طلبنا من مديري تقنية المعلومات وقادة الأعمال في منطقة الشرق الأوسط وصف موقفهم العام تجاه استخدام السحابة في خدمات تكنولوجيا المعلومات الجديدة خلال دراستنا الاستطلاعية السنوية الخاصة بمديري تقنية المعلومات في يناير 2020. وأشار نحو 44% من المشاركين إلى توجُّه تبني "السحابة أيضاً" كاستراتيجيتهم المعتمدة تجاه السحابة بينما اختار 21% توجُّه "السحابة أولاً". ومن المتوقع أن يتسارع تبنّي السحابة الذي شهدناه في النصف الأول من عام 2020 بشكل أكبر خلال الجزء الأخير من العام وما بعده. ومن خلال دراساتنا الاستطلاعية التي شملت مديري وقادة تقنية المعلومات خلال الأزمة، توصلنا إلى أن الشركات في جميع أنحاء الشرق الأوسط تسعى إلى تحقيق وفورات في التكاليف من خلال الأتمتة وترشيد المصاريف. وشهدنا تحوُّل الميزانيات من النفقات الرأسمالية إلى النفقات التشغيلية عبر مختلف القطاعات. وقال جيوتي لالشانداني، نائب رئيس مجموعة "آي دي سي" والمدير الإداري لمنطقة الشرق الأوسط وتركيا وأفريقيا: "تبحث الشركات في جميع أنحاء المنطقة وبخاصة في المملكة العربية السعودية ودولة الإمارات بوتيرة متزايدة عن سبل لترشيد نفقاتها بينما تسرّع مسيرة تحولها الرقمي. وغدت جاهزية ومرونة الأعمال وقابلية التوسع، والأهم من ذلك المرونة المالية من الأولويات الرئيسية التي رجّحت كفة تبني السحابة". هناك العديد من المحفزات التي تسرع وتيرة اعتماد السحابة. ففي أعقاب الأزمة الحالية، بدأت الشركات تُثمّن أهمية المرونة المالية أكثر من أي وقت مضى (الدفع أولاً بأول وترشيد أو التخلص من النفقات الرأسمالية). ويفضل مهندسو تكنولوجيا المعلومات سهولة توفير خدمات السحابة العامة وإمكانيات الإدارة عن بُعد التي تقدمها. ويمكن اعتماد وإتاحة التقنيات الناشئة بسهولة أكبر باستخدام السحابة، مما يدعم ويسهل تنفيذ الاستخدامات المبتكرة للتقنيات في الصناعة، حتى أنّ التحليلات الحديثة والمتقدمة المتاحة حصرياً عبر المنصات السحابية بدأت تجتذب متبنّي السحابة. لكن بالإضافة إلى هذه المحفزات، نشهد أيضاً بعض العوائق في هذه الرحلة. فالانتقال إلى السحابة العامة ليس بمسألة سهلة عموماً. ويعد تبني السحابة إلى حد ما تحولاً نوعياً في ثقافة الشركة نظراً لتقديم خدمات تكنولوجيا المعلومات عن بُعد. ويشمل كل نشاط على السحابة اتفاقيات لمستوى الخدمة حيث يبدأ مهندسو السحابة عملهم بمجرد أن تنتهي أنت من عملك. لذلك على متبني السحابة تعلم وإتقان بعض الأمور. ومن وجهة نظر تقنية، يعد ترحيل التطبيقات القديمة المستخدمة محلياً في الشركة مهمة شاقة أيضاً. وعلى الرغم من هذه المخاوف، يبدو أن الشركات الرائدة في مختلف الصناعات بدأت تتحرك بسرعة نحو اعتماد السحابة العامة. وتعتمد الكثير منها على السحابة العامة للتعافي من الكوارث والتخزين واستكشاف سبل التعاون وإدارة علاقات العملاء والتجارة الإلكترونية (وغيرها من الاستخدامات) ضمن نهج البرمجيات كخدمة (SaaS)، لا سيما مع تحول تطبيقات الأعمال داخل الشركة نحو نهج البرمجيات كخدمة (SaaS). وعلمت "آي دي سي" بقرار Oracle إطلاق منطقة سحابية في المملكة العربية السعودية خلال فعالية مشتركة في أبريل 2020. وحتى الآن أطلقت Oracle منطقة سحابية في جدة وتخطط لإطلاق منطقتين سحابيتين في دولة الإمارات ومنطقة أخرى جديدة داخل المملكة العربية السعودية بحلول نهاية عام 2020. ويأتي قرار Oracle استجابةً لتوسع نطاق تبني السحابة ومستويات الطلب المرتفعة من عملائها في المملكة. وذكرت Oracle أن الهيئة العامة للأرصاد وحماية البيئة في المملكة كانت من أوائل المستخدمين لمنطقتها السحابية، وتقوم الهيئة بترحيل منصة SharePoint باستخدام خدمات التكامل المُدارة SOA على البنية التحتية السحابية Oracle Cloud Infrastructure (OCI). ووفقاً لما نقلته Oracle، تشير الهيئة إلى أنها تمكنت عبر اعتماد البنية التحتية للسحابة OCI من تصميم بنية تحتية قوية لتوفير الخدمات، إلى جانب ترحيل أعباء العمل بمستوى منخفض من المخاطر إلى جانب الاستمرار في تلبية متطلبات تخزين البيانات مع الحد من التأخير والتقطعات وإدارة البيانات بنهج قوي. ومن أوائل الشركات التي استفادت من المنطقة السحابية أيضاً تطبيق "عاونّي" الذي يعتمد على البنية التحتية السحابية Oracle Cloud Infrastructure لتقديم تجربة متميزة وفعالة ومنخفضة التكاليف لحجز الشاحنات للعملاء. ومن الفوائد والمزايا الرئيسية التي أشارت إليها الشركة التكامل السهل مع تقنيات Oracle والمرونة في التصميم والفعالية الإجمالية من حيث التكلفة لمنصة Oracle Cloud Infrastructure. وتضم السوق السعودية حالياً مجموعة مزودي خدمات محليين يوفرون حلولاً قوية للبنية التحتية كخدمة (IaaS) ومزودي خدمات عالميين يوفرون حلولاً قوية للبرمجيات كخدمة SaaS. وتتوقع شركة "آي دي سي" تزايد وتيرة توجّه شركات الخدمات السحابية الضخمة العالمية بشكل كبير إلى حلول البنية التحتية كخدمة (IaaS) مع توقع نمو معدل الطلب. ورغم أن استخدامات السحابة الحالية في المملكة العربية السعودية تركز إلى حد كبير على السحابة الخاصة، فقد بدأت الشركات بدراسة اعتماد السحابة العامة. وأشار نحو 74% من المشاركين في الدراسة الاستطلاعية التي أجريناها في المملكة إلى احتمال تبنيهم للسحابة العامة في حال أسست شركات السحابة العالمية الضخمة مراكز بيانات لها في المملكة. كذلك نشهد اتجاهات مماثلة في دولة الإمارات حيث تبدو الشركات مهتمة بالسحابة العامة وذكر نحو 72% من مديري تقنية المعلومات الذين شملتهم الدراسة الاستطلاعية لشركة "آي دي سي" أنهم قد يتبنون السحابة العامة في حال تطابق مركز بيانات شركة خدمات السحابة العالمية مع معايير تخزين البيانات في دولة الإمارات. ومع تزايد التعاون بين شركات خدمات السحابة وشركائها في التنفيذ والعملاء والمنظمين، يبدو أن المنطقة سترحب بالسحابة العامة بوتيرة سريعة تفوق توقعاتنا العام الماضي. ومع انطلاقنا في الواقع الجديد للأعمال، نتوقع أن توفر السحابة القدرات التقنية الأساسية التي تحتاجها الشركات ليس فقط للتكيّف مع الظروف الراهنة ولكن أيضاً لمتابعة النمو والتقدم بعد هذه المرحلة.

بقلم هاريش دوناخ، مدير أبحاث البرمجيات والسحابة في منطقة الشرق الأوسط وتركيا وأفريقيا لدى شركة "آي دي سي" تتزايد أهمية السحابة اليوم إذ أصبحت المنصة التقنية الأساسية للشركات الرائدة في منطقة الخليج....

News and Insights

Why Zoom is now hosted on Oracle’s cloud infrastructure

During the end of late April, Oracle announced that Zoom Video Communications, driven by accelerated end user usage due to global shelter at home requirements, was now using Oracle Cloud Infrastructure to host its online video meetings. The benefits of the platform adoption have been tremendous for Zoom. “Zoom has been able to scale from 10 million monthly meeting participants to 300 million monthly meeting participants this month, a 30X increase in overall scale,” says Clay Magouyrk, Executive Vice President Engineering, Oracle Cloud Infrastructure. Zoom is also taking advantage of the global presence of Oracle Cloud Infrastructure regions to expand its availability. “Zoom is deploying to many of our Oracle cloud regions, which brings them closer to customers and gives confidence to customers around security when it comes to data sovereignty,” adds Magouyrk. Zoom is not in every Oracle Cloud region, and they can choose to use only a couple or all of them. Oracle itself is expanding the number of regions with Oracle Cloud Infrastructure to 20 regions. Each of the regions needs to have two locations both for disaster recovery and availability due to data regulations and compliance. The current and future presence of Oracle Cloud Infrastructure regions includes The Bay Area, California; Montreal, Canada; Belo Horizonte, Brazil; Newport, Wales, UK; Amsterdam, The Netherlands; Osaka, Japan; Melbourne, Australia; Hyderabad, India; Chuncheon, South Korea; Singapore; Jeddah, and another city in Saudi Arabia; Dubai, and another city in UAE; Israel; South Africa; Chile; Two government regions in the UK, one in London and one in Newport, Wales; One government region in Israel. Zoom began engaging with Oracle in the middle of March and within a couple of days their applications were sitting on top of Oracle’s public cloud hosting infrastructure. “Within a week or so they were moving significant production loads over to it and we have steadily ramped that over the course of six weeks or so,” adds Magouyrk. When Zoom approached Oracle more than a month ago, it was fast running out of overall capacity to host its global, millions of concurrent participant meetings. While Zoom applications were being hosted with multiple cloud service providers and on-site as well, their pain points were their inability to scale rapidly to meet the pandemic fueled demand for effective remote working experiences. A key customer usage trend in Zoom meetings has been the integration with video connectivity. “They reached out to us to see if we could help meet their scaling demands,” explains Magouyrk. As a cloud infrastructure provider for Zoom, the challenge is to provide a three-pronged, scalable resource support to manage the consumption demand. Zoom application workloads consume 7 Petabytes of transit data into and out of Oracle Cloud Infrastructure. Converting this into an average consumption figure over 24 hours, Magouyrk works it out to be 600 Gigabits per second, averaged continuously over 24 hours. And when there are peak requirements the network bandwidth requirement shoots even higher. Elaborates Magouyrk, “They are extremely network bandwidth heavy and they push Terabits of bandwidth out each second, at peak. A large part of what they needed from us was too make sure we had all of the network bandwidth and head room to meet their demands and not start dropping packets. As an infrastructure provider those are the kind of core metrics we are looking at – storage usage, compute usage, network usage.” Inside Oracle, Zoom is now a significantly large customer, growing very quickly and using a large amount of compute and storage, and huge amounts of bandwidth. “What I look at it, is making sure we have the compute capacity they need and we have all of the network bandwidth they need,” he adds. Long before Zoom became an Oracle Cloud customer in March this year, Oracle has been using Zoom for its remote workforce meetings. For Oracle, Zoom is the standard virtual meeting tool that it has been using for years. “Zoom is the technology that we have used to stay connected,” remarks Magouyrk. Oracle Cloud Infrastructure is a second-generation cloud that was built for enterprises from the ground up. The base layer is bare metal compute overlaid with a layer of virtual machines on top of that. This enhances defence of deep inspection into data assets and provides best in class, security portfolio. “Oracle has been a long-standing enterprise technology provider, which is a huge part of what we do. Since customers run their business-critical stuff on us, we have to operate in that high level of support. This was a big part of why Zoom was able to grow so quickly with us,” summarises Magouyrk. Original story authored by Arun Shankar, Business Transformation  

During the end of late April, Oracle announced that Zoom Video Communications, driven by accelerated end user usage due to global shelter at home requirements, was now using Oracle...

المستشفى الأمريكي في دبي يعتمد حلول Oracle و سيرنر لتقديم رعاية صحية متميزة

اختار المستشفى الأمريكي في دبي، التابع لمجموعة محمد وعبيد الملا، تطبيقات Oracle Cloud وحلول  سيرنر وهي شركة عالمية رائدة مصنفة في المستوى الذهبي ضمن شبكة شركاء Oracle لتنفيذ عملية تحول رقمي ضخمة. وتهدف المبادرة إلى خفض التكاليف، والارتقاء بأداء الأطباء وتعزيز إدارة المخزون وتجنب الخسائر الناجمة عن النقص أو تخزين كميات فائضة، واستقطاب أفضل المواهب والحفاظ عليها. وبموجب الاتفاقية، ستقدم  سيرنر منصة جديدة لتقنية المعلومات مختصة في الرعاية الصحية وتشمل نظام السجل الصحي الإلكتروني المتكامل (EHR) لتحسين تجربة الرعاية الصحية وتعزيز مستويات الأمن والسلامة والجودة للمرضى ومقدمي الرعاية الطبية. بالإضافة إلى ذلك، ستوفر Oracle منصة الأعمال الرقمية وسحابة تخطيط موارد الشركات Oracle Enterprise Resource Planning (ERP) Cloud  لتعزيز الإنتاجية وخفض التكاليف وتحسين الضوابط. وسيسهم هذان النظامان في توحيد وتكامل الأعمال والعمليات السريرية في المستشفى بما يرتقي بالكفاءة ويطور عملية اتخاذ القرارات الخاصة بالأعمال بالاستناد إلى البيانات الفورية. وبالاعتماد على نظام السجل الصحي الإلكتروني المتكامل (EHR) ومنصة تخطيط موارد الشركات سيتمكن المستشفى الأمريكي في دبي من أتمتة العمليات السريرية والتجارية بشكل شامل. وسيعزز تنفيذ هذه الحلول الرائدة على مستوى القطاع قدرات المستشفى لتقديم تجربة ممتازة للمريض وتعزيز الكفاءة وتوفير رعاية طبية عالية الجودة وبأسعار معقولة. كذلك سيوظف المستشفى ثروة البيانات التي يتم جمعها لإعداد التقارير وتحسين نتائج المرضى مما سيسهم في نهاية المطاف في تحسين الأداء العلاجي والتجاري عبر مختلف أقسام المستشفى. وفي هذه المناسبة، قال شريف بشارة، الرئيس التنفيذي لمجموعة محمد وعبيد الملا: "يضطلع قطاع الرعاية الطبية بدور أساسي ومؤثر يسهم في دعم وتسريع مسيرة تقدم الدولة والمواطنين، لذلك نسعى باستمرار إلى إيجاد طرق ذكية ومبتكرة لتحسين جودة الرعاية والارتقاء بتجارب المرضى. ونحن واثقون بأن شراكتنا مع سيرنروOracle ستطوّر خدماتنا السريرية وعملياتنا التجارية بشكل كبير كما أنها سترسخ مكانة المستشفى الأمريكي الرائدة باعتباره منارة للتميز والخبرة في تقديم الخدمات الطبية في المنطقة والخارج". كما سيعتمد المستشفى الأمريكي في دبي نظام  Oracle Human Capital Management (HCM) Cloud لإدارة الموارد البشرية وتزويد موظفيه البالغ عددهم 1,200 موظف بالأدوات الضرورية لمواكبة التقنيات الرقمية المتقدمة في مجال الرعاية الصحية. وستساعد هذه المبادرة المستشفى الأمريكي في الحفاظ على الموظفين المتميزين واستقطاب المواهب وتنفيذ برامج التدريب وضمان زيادة رضا الموظفين. بدوره، قال راهول ميسرا، نائب الرئيس لتطبيقات الأعمال لدى Oracle الخليج: "يهدف تنفيذ تطبيقات Oracle Cloud Applications إلى أتمتة العمليات الأساسية في المستشفى الأمريكي لتأسيس مصدر موحد ومرجعي للبيانات مع توفير أدوات أفضل للميزانية والتخطيط لقيادة المستشفى فضلاً عن زيادة رضا الموظفين وتقليل معدلات التسرب الوظيفي. ويعد المستشفى الأمريكي مؤسسة صحية رائدة ومن خلال هذا التحول الرقمي، يستعد المستشفى لخوض مرحلة جديدة من النمو والتقدم ومواصلة تقديم خدمات رعاية ممتازة للمرضى". من جانبه، قال علاء عادل، المدير العام لدى شركة  سيرنر في الشرق الأوسط وأفريقيا: "يسعدنا أن نتعاون مع المستشفى الأمريكي لاعتماد نظام السجل الصحي الإلكتروني المتكامل (EHR) الذي يركز على مصلحة المرضى ويرتقي بخدمات الرعاية الصحية ويعزز دمج جميع الموظفين في ثقافة استباقية لإدارة الرعاية الصحية. واليوم، تزايدت أهمية التكنولوجيا في ظل الظروف التي فرضتها جائحة كوفيد-19. ومن خلال الاعتماد على حلول  سيرنر المبتكرة، سيتمكن المستشفى الأمريكي من تعزيز استجابته للأزمة العالمية والأهم أنه سيحقق جاهزية تامة وسيكون مزوداً بأحدث التقنيات المتطورة للانطلاق نحو الواقع الجديد والنجاح في مرحلة ما بعد الوباء".

اختار المستشفى الأمريكي في دبي، التابع لمجموعة محمد وعبيد الملا، تطبيقات Oracle Cloud وحلول  سيرنر وهي شركة عالمية رائدة مصنفة في المستوى الذهبي ضمن شبكة شركاء Oracle لتنفيذ عملية تحول رقمي ضخمة....

American Hospital Dubai Selects Oracle Cloud and Cerner to Deliver Exceptional Healthcare

American Hospital Dubai, part of Mohamed & Obaid Al Mulla Group, has selected Oracle Cloud Applications and Cerner, a Gold Level member of Oracle Partner Network (OPN), for a major digital transformation. The initiative is aimed at reducing cost, optimising physician performance, driving better inventory management, avoiding losses to over or understocking, and hiring and retaining the best talent. As per the agreement, Cerner will deliver a new health IT platform – an electronic health record (EHR) to improve the safety, quality, and healthcare experience for patients and caregivers. In addition, Oracle will provide the digital business platform and Oracle Enterprise Resource Planning (ERP) Cloud to enhance productivity, reduce costs, and improve controls. Both solutions will integrate hospital business and clinical operations to improve efficiency and business decision-making based on real-time data. The new EHR and ERP platforms will provide American Hospital Dubai with the ability to truly automate its end-to-end clinical and business processes. The implementation of these industry-leading solutions will enable the hospital to deliver a seamless patient journey, drive efficiency, and provide high quality, affordable care. In addition, the wealth of data collected will be used to report and improve patient outcomes, which ultimately will help optimise clinical and business performance across the entire organization. Sherif Beshara, chief executive officer of Mohamed & Obaid Al Mulla Group, said: “Medical well-being is integral for the progress of our nation and its people, and we are consistently seeking intelligent methods to improve quality of care and to enhance the patients’ experience. Our partnership with Cerner and Oracle significantly improves our clinical and non-clinical services and further positions American Hospital as a beacon of medical service excellence and expertise in the region and beyond.” American Hospital Dubai will also implement Oracle Human Capital Management (HCM) Cloud to further equip its 1,200 employees with the tools they need for the digital healthcare era. This initiative will help American Hospital retain and hire the best talent, initiate training programs, and ensure enhanced employee satisfaction.  “The Oracle Cloud Applications implementation is aimed at automating American Hospital’s core processes to provide a single source of truth with better budgeting and planning tools for the hospital’s leadership – as well as increasing employee satisfaction and reducing turnover,” said Rahul Misra, vice president – business applications, Lower Gulf, Oracle. “American Hospital is a true pioneer and with this transformation, the healthcare provider is preparing for its next growth phase and continued delivery of excellent patient care.” Alaa Adel, managing director, Cerner Middle East & Africa, said, “We are excited to work collaboratively with American Hospital to roll out a network wide EHR that will create a patient-centric health care delivery system and engage individuals in a culture of proactive health management. “During the time of COVID-19 pandemic, the role of technology becomes even more prominent. With Cerner’s innovative solutions, American Hospital will not only further enhance its response to the global crisis, but more importantly be well-equipped with cutting-edge technologies to thrive in the new era of post-pandemic healthcare.”  

American Hospital Dubai, part of Mohamed & Obaid Al Mulla Group, has selected Oracle Cloud Applications and Cerner, a Gold Level member of Oracle Partner Network (OPN), for a major...

Oracle Looks to Accelerate Cloud Adoption in the Middle East with the Launch of Cloud Infrastructure Region in Saudi Arabia and the UAE

By Harish Dunakhe, Research Director, Software and Cloud (META), IDC Cloud is increasingly becoming a "foundational" technology platform for leading organizations in the Gulf. When it comes to public cloud, the conversation around security and data privacy concerns is not as fierce as it used to be a few years ago. The discussion has also moved from "no cloud" to "cloud also" and even to "cloud first" to some extent. Thanks to the collaboration between early adopters, policy makers and Hyperscalers, public cloud examples and use cases are increasing rapidly. Business uncertainty and restricted mobility brought about by the current crisis have exposed the resiliency and business continuity plans of many companies. Several of them are now seen to be not only carefully "listening" to cloud conversations but are in fact accelerating cloud adoption.  We see that the cloud discussion is moving from aversion to adoption at a faster pace than we had anticipated a year ago.  We had asked CIOs and business leaders in the Middle East to describe their general stance regarding the use of cloud for new IT services during our annual CIO Survey in January 2020. Around 44% of the respondents identified "cloud also" as their strategy towards cloud adoption, while 21% selected "cloud first". The cloud uptake seen in the first half of 2020 is expected to accelerate further in the latter part of the year and beyond.  Through our surveys of CIOs and IT leaders during the crisis we see that organizations across the Middle East are looking for cost savings through automation and spend rationalization. Budgets are seen to be shifting from capex to opex across various industries.   As per Jyoti Lalchandani, IDC’s group vice president and regional managing director for the Middle East, Turkey, and Africa, "organizations across the region — but especially in Saudi Arabia and the UAE — are increasingly looking at avenues to rationalize their spending, while also accelerating digital transformation. Business agility, flexibility, scalability, and, most importantly, financial flexibility are key priorities that favor cloud adoption."   There are several drivers that are accelerating cloud adoption. In the wake of the current situation, organizations now value financial flexibility (pay-as-you-go, little/no capex) more than ever before. IT engineers like the ease of provisioning and remote management that public cloud offers. Emerging technologies are more easily available and deployable with cloud, making it easier to implement innovative industry use cases. Even the new-age analytics available exclusively with cloud platforms seem to be attracting its adopters.  However, in addition to these drivers, a few inhibitors are also seen in this journey. Migration to public cloud is generally not easy. To some extent, cloud adoption is a cultural change for a company since IT services and provisioning happen remotely. There are SLAs for every activity and the cloud engineers start their work once you finish your portion of work. So, there is a little bit of learning for cloud adopters. From a technical standpoint, the migration of legacy on-premises applications is also a strenuous task.  Despite these concerns in some quarters, leading organizations across various industries seem to be moving rapidly toward public cloud adoption. Many are adopting public cloud for disaster recovery (DR) and storage, and exploring collaboration, CRM, and e-commerce (among others) as SaaS, as on-premise business applications shift towards SaaS. IDC was informed about Oracle's decision to launch a cloud region in Saudi Arabia during a joint event in April 2020. So far Oracle has launched a cloud region in Jeddah, Saudi Arabia, and has plans to launch two cloud regions in the UAE and one more in Saudi Arabia by end of 2020. Oracle's decision seems to be in response to the broader cloud adoption trend and the significant demand for cloud from its customers in Saudi Arabia.  Oracle mentioned that one of the early adopters of its cloud region is the General Authority of Meteorology and Environmental Protection (GAMEP), which is migrating its SharePoint portal using the managed SOA integration services in Oracle Cloud Infrastructure (OCI). As quoted by Oracle, GAMEP says that by leveraging OCI, it was able to design a robust architecture, provision infrastructure, and migrate the workloads with lower risk while meeting data-residency requirements, along with low latency and strong data governance.   Another early adopter is Awini, which is relying on Oracle Cloud Infrastructure to offer cost-effective and easy truck-booking experience to its clients. Seamless integration with back-end Oracle technologies, flexibility in design, and the overall cost-effectiveness of Oracle Cloud Infrastructure are the key benefits it mentions. Currently, the Saudi market is made up of local services providers with strong IaaS offerings and global services providers with strong SaaS offerings. IDC foresees global hyperscalers with their local presence moving heavily into the IaaS space as demand is likely to increase. While existing implementations are largely on private cloud in Saudi Arabia, organizations have started considering the adoption of public cloud. Around 74% of the respondents to our survey in the Kingdom said they are likely to adopt public cloud if global hyperscalers establish datacenters in the country. We see similar trends in the United Arab Emirates. Organizations in the UAE appear to be keen about public cloud. Around 72% of CIOs in the UAE that responded to an IDC survey stated that they are more likely to adopt public cloud if the datacenter of the global hyperscaler meets data-residency requirements of the UAE. With increasing collaboration between hyperscalers, their implementation partners, customers, and regulators, the region seems to be welcoming public cloud at a faster pace than we had projected last year.  As we enter a "new normal" for business, we expect cloud to provide the core tech capabilities that organizations need to not only navigate the current situation but also to thrive afterwards.

By Harish Dunakhe, Research Director, Software and Cloud (META), IDC Cloud is increasingly becoming a "foundational" technology platform for leading organizations in the Gulf. When it comes to public...

Saudi Arabia’s Taibah University Delivers Secure Digital Education to More Than 70,000 Students with Oracle Gen 2 Cloud

Taibah University, based in the Holy City of Medina has adopted a ‘Cloud First’ strategy with Oracle’s Gen 2 Cloud Infrastructure to deliver secure, convenient and integrated digital learning and administrative services that can be remotely accessed by thousands of university students, faculty and staff. “Our aim was to digitally transform Taibah University, and that vision was underpinned in acquiring the ability to drive better engagement with our students”, said Dr. Ahmad Hawalah, Dean of IT, Taibah University. “An excellent learning experience starts from a smooth and secure sign-in experience to core education systems like learning management and student information system, and ensuring seamless integration between the two.”
 “The hybrid cloud model we have implemented using Oracle’s Identity Management Suite and Oracle’s Generation 2 Cloud Infrastructure has allowed us to govern access to the services offered by the university, thus providing a highly secure learning environment. During the current period of lockdown owing to the global health situation, this cloud implementation has helped us to continue delivering education to our students without any interruptions”, said Eng. Oussama Al Jendoubi, Chief Architect, Taibah University. The implementation has also helped Taibah University integrate and centrally manage its vast IT infrastructure, besides also enabling a crucial Single Sign On function to access the Universities’ core systems. Furthermore, the provisioning identity for newly joined students and faculty members has been completely automated. This program was formalized in 2019, with the implementation now complete in collaboration with P systems, an Oracle Partner.  “After we experienced the high potential of Oracle Cloud Infrastructure (OCI), and with the new launch of Oracle’s Gen 2 Cloud Region in Jeddah, we are planning to migrate our projects to this new Cloud region to benefit from the local geographical proximity that helps us secure lower latency and higher performance”, added Eng. Oussama Al Jendoubi. “Taibah University had a clear vision to deliver an excellent education experience by creating a user friendly and secure digital platform. Oracle’s Gen 2 Cloud Infrastructure is architected to detect and defend against modern threats, so the University can innovate faster and introduce new services quickly”, said Fahad Al Turief, Country Leader – Saudi Arabia, Oracle. Oracle’s Gen 2 Cloud is the only infrastructure built to run on Oracle Autonomous Database, the industry’s first and only self-driving database. With this alignment, Oracle is paving the road to becoming the world’s first complete and truly autonomous cloud. 

Taibah University, based in the Holy City of Medina has adopted a ‘Cloud First’ strategy with Oracle’s Gen 2 Cloud Infrastructure to deliver secure, convenient and integrated digital learning...

توفر جامعة طيبة في المملكة العربية السعودية التعليم الرقمي الآمن لأكثر من 70 ألف طالب بدعم سحابة Oracle Gen 2

تبنّت جامعة طيبة، ومقرها المدينة المنورة، استراتيجية "السحابة أولاً" مع تقنية البنية التحتية السحابية Oracle Gen 2 لتقديم الخدمات التعليمية الرقمية والإدارية الآمنة والمريحة والمتكاملة التي يمكن الوصول إليها عن بعد من قبل الآلاف من طلاب الجامعات وأعضاء الهيئة التدريسية والموظفين. قال د. أحمد حوالة، عميد قسم تقنية المعلومات في جامعة طيبة: "يتمحور هدفنا حول تحقيق التحول الرقمي في جامعة طيبة، واستطعنا المضي بتحقيق هذه الرؤية بفضل اكتساب القدرة على تعزيز تفاعلنا مع طلابنا. وتبدأ تجربة التعلّم المتميزة من مرحلة تسجيل دخول السلسة والآمنة إلى أنظمة التعليم الأساسية مثل الإدارة التعليمية ونظام معلومات الطلاب وضمان التكامل السلس بين الاثنين". ومن جانبه قال المهندس أسامة الجندوبي، كبير المهندسين في جامعة طيبة: "أتاح لنا نموذج السحابة الهجين، الذي طبقناه باستخدام تقنيات Oracle Management Identity Management Suite وOracle’s Generation 2 Cloud Infrastructure، تنظيم الوصول إلى الخدمات التي تقدمها الجامعة، وبالتالي توفير بيئة تعليمية آمنة للغاية. وساعدنا تطبيق تقنية السحابة هذه خلال فترة الحجر الحالية الناتجة عن انتشار الجائحة الفيروسية حول العالم، على مواصلة تقديم خدماتنا التعليمية لطلابنا دون أي انقطاع". ساعد هذا التطبيق جامعة طيبة أيضاً على دمج وإدارة بنيتها التحتية الضخمة لتقنية المعلومات بشكل مركزي ومكّن - آلية الدخول الموحد للوصول إلى الأنظمة الأساسية في الجامعة. كما تمت أتمتة إدارة هويات حسابات الطلاب وأعضاء الهيئة التدريسية الجدد. وتم تبني هذا البرنامج بشكل رسمي في عام 2019، واكتمل تنفيذه الآن بالتعاون مع P Systems، أحد شركاء Oracle. وأضاف: "بعد تجربتنا لإمكانات تقنية Oracle Cloud Infrastructure (OCI) المتفوقة، ومع الإطلاق الجديد لمركز Oracle 2 Cloud Region في مدينة جدة، نخطط لترحيل مشاريعنا إلى مركز السحابة الجديد لنستفيد من قربه الجغرافي محلياً والذي سيساعدنا في تخفيف فترات التباطؤ وتعزيز الأداء". قال فهد الطريف، رئيس أعمال الشركة لدى Oracle في المملكة العربية السعودية: "تمتلك جامعة طيبة رؤية واضحة تهدف إلى تقديم تجربة تعليمية ممتازة من خلال إنشاء منصة رقمية آمنة وسهلة الاستخدام. وصُممت تقنية البنية التحتية Oracle Gen 2 Cloud للكشف عن التهديدات الحديثة ومكافحتها مما سيسهم بتسريع عملية الابتكار لدى الجامعة وتقديمها للخدمات الجديدة بسرعة كبيرة". تُعد Oracle 2 Gen Cloud البنية التحتية الوحيدة التي تم إنشاؤها للعمل على قاعدة بياناتOracle  ذات الإدارة الذاتية الأولى من نوعها في المجال. وتمهد Oracle عبر هذه التقنية الطريق لتصبح أول سحابة متكاملة ومستقلة في العالم.

تبنّت جامعة طيبة، ومقرها المدينة المنورة، استراتيجية "السحابة أولاً" مع تقنية البنية التحتية السحابية Oracle Gen 2 لتقديم الخدمات التعليمية الرقمية والإدارية الآمنة والمريحة والمتكاملة التي يمكن...

Celebrating 25 years of Java innovation

5 years ago, we couldn’t have imagined how much we’d have at our fingertips today. Everything we need is only a few clicks away – and right now, this way of life is more important than it’s ever been. Much of this is due to the innovation Java brings to our lives. 25 years ago, when Java was first introduced to the world, the team had lofty ambitions. Through continuous delivery of modern development features, Java has influenced applications all around us – usage in autonomous vehicles, one-click online payment systems, entertainment streaming services, space exploration and much more. We have millions of Java developers to thank for this. Without their passion and ingenuity, the world may be a very different place. The ongoing commitment to Java innovation by Oracle has empowered countless developers to think well beyond those initial ambitions, and execute ideas using the language they have always trusted.  Nowadays, we’re relying on Java to live our lives to their fullest, and to innovate more and more every day. Here are just some of the ways Java has been used since its launch in 1995. Back in 2004, Java enabled NASA to run Spirit, the robotic rover tasked with finding signs of water and life on Mars. NASA used Java to create the remote-controlled rover, taking the raw data from their mission database to create a ‘point and click’ 3D terrain in which scientists could command the rover’s every move. Java is not only able to handle the enormous amounts of data necessary for the mission, but is also the one language that scientists working on the project around the world speak – making it a true collaboration. With more than 400 million tweets a day on the platform, in 2015, Twitter needed to focus on improving its performance to support a growing user base. Twitter moved to the Java Virtual Machine (JVM) run-time environment to tackle its performance issues, also helping the team behind the platform spot errors as they happen, and better understand why. Since the move, Twitter has been able to keep improving the service day after day, giving its users the real-tome, 'live' experience they know and love.  Also in 2015, Java helped Netflix as it scaled its services to more than 57 million subscribers streaming for 1 billion hours a month. Netflix built the services within its architecture on Java and the JVM, and also use Java-based open source tools to constantly monitor, upgrade, and scale these services. Now, the data it collects recommends shows and films for more than 180 million subscribers worldwide - and the ability to innovate quickly and at scale keeps viewers coming back for more, answering the question: 'Are you still watching?' Uncovering what the universe is made of and how it works is no mean feat. For decades, CERN has relied on Java as the software foundation of the Large Hadron Collider - and its 100,000 devices and 2 million endpoints. In 2016, CERN came to Java with another problem to solve: managing its IT infrastructure, specifically an extensive ERP system that helps the team spend their billion-dollar research budget efficiently. Java is now the stable and trusted system that ensures the world's largest machine is running smoothly, and that CERN's mission is being fulfilled. In 2019, Minecraft, written using the Java programming language, took over the lives of millions of children, becoming the best selling video game of all time. Seeing the opportunity for children to do more than just play, Codakid created a Minecraft Coding course, where children can create their own custom blocks, weapons, enemies and more - all while learning to code using Java. Through Minecraft, Java is growing the next generation of computer scientists and programmers, who may one day go from building their own sword to building something that could change the world. Looking back is one thing, but going forward, Oracle remains committed to delivering Java innovation. This way, millions of developers who use Java can continue building applications that shape the world we live on - from entertainment, to nuclear physics, social media, and discovering life on Mars.  After a quarter of a century, we’ve seen enormous positive change thanks to the modernization Java has brought us. The next 25 years – and beyond – look just as bright. Our world moved by Java. By Georges Saab, VP Software Development, Java Platform Group, Oracle.

5 years ago, we couldn’t have imagined how much we’d have at our fingertips today. Everything we need is only a few clicks away – and right now, this way of life is more important than it’s ever been. M...

خدمة Oracle السحابية من الجيل الثاني تدعم التحوّل الرقمي لرائد قطاع التعدين في السعودية

اختارت شركة التعدين العربية السعودية "معادن" بنية "Oracle" التحتية السحابية من الجيل الثانيOracle’s Gen 2 Cloud Infrastructure،لاستراتيجيتها للتحوّل الرقمي، الهادفة إلى رفع كفاءة الأعمال وزيادة النمو. ومن شأن ذلك ان يساعد شركة "معادن" في إنشاء البنية التحتية المرنة والآمنة والمتطوّرة لتكنولوجيا المعلومات لديها، والتي سيتم تسخيرها لاستخدام أحدث التقنيات كالذكاء الاصطناعي. من جهته، قال الدكتور عارف مصطفى، المدير التنفيذي للمعلومات في المجموعة: "تلعب "معادن" دورًا رئيسيًا في ما يتعلّق بالنجاح الاقتصادي للمملكة العربية السعودية، من موقعها كشركة رائدة في قطاع التعدين في المملكة. وتعكس استراتيجية معادن لعام 2025 رؤيتها المتمثلة في أن تكون شركة وطنية رائدة في مجال التعدين المستدام. ونعمل على تحقيق ذلك من خلال تعزيز الامتياز التشغيلي والرأس مالي والتجاري وتوسيع حضورنا على الساحة العالمية". وأضاف الدكتور مصطفى: "إن التحوّل الذي تقوده السحابة أمر غاية في الأهمية لشركتنا لناحية تسريع توسيع نطاق العمليات، ودفع الابتكار، وإتاحة الاطلاع على جميع مواردنا ومشاريعنا في الوقت الفعلي، بالإضافة إلى ضمانها الكفاءة من حيث التكلفة وتنفيذ الإجراءات الأمنية القوية والضرورية لاستمرارية أعمالنا".  وتوفّر خدمة Oracle السحابية من الجيل الثاني مجموعة كاملة من الحلول لإدارة البيانات والتحليلات البصرية القيّمة المبنية على الذكاء الاصطناعي. وسيشمل التنفيذ أكثر من 9000 مستخدم في "معادن". ومع دعم البنية السحابية للجيل الثاني عبر النظام النظام الهندسي الأعلى أداءً لتشغيل قواعد بياناتExadata ، والمستخدم في "معادن" حاليًا، فمن شأن الانتقال إلى النظام البيئي السحابي ان يكون أكثر سهولة وسلاسة".  وقال فهد بن عبد العزيز الطريف، قائد عمليات Oracle في السعودية: "بينما قامت Oracle بهندسة الجيل الثاني من البنية التحتية السحابية للشركة، عملت في الوقت عينه على بناء منصة تدعم التقنيات الحديثة. وتعتبر خدمة Oracle السحابية من الجيل الثاني المنصة الأمثل للشركات مثل "معادن"، كونها تمكّنها من استبدال مراكز البيانات الداخلية بنموذج نشر الحوسبة السحابية، بهدف تحقيق الأهداف الاستراتيجية للشركة".  الجدير بالذكر تعتبر خدمة Oracle السحابية من الجيل الثاني البنية التحتية الوحيدة التي أنشأت ليتم تشغيلها على قاعدة بيانات قاعدة البيانات الذاتية من Oracle، وهي أوّل قاعدة بيانات ذاتية التوجيه في العالم. وتعمل Oracle من خلال هذه المواءمة على تمهيد الطريق لأن تصبح أول سحابة عامة في العالم كاملة الاستقلال.

اختارت شركة التعدين العربية السعودية "معادن" بنية "Oracle" التحتية السحابية من الجيل الثانيOracle’s Gen 2 Cloud Infrastructure،لاستراتيجيتها للتحوّل الرقمي، الهادفة إلى رفع كفاءة الأعمال وزيادة...

Oracle Gen 2 Cloud Supports Digital Transformation for Saudi Arabia’s National Mining Champion

Saudi Arabian Mining Company (Ma’aden), has chosen Oracle’s Gen 2 Cloud Infrastructure for a strategic digital transformation aimed at achieving business efficiency and driving growth. The implementation will help Ma’aden create an agile, secure and modern IT infrastructure that is geared to utilize latest emerging technologies like Artificial Intelligence.  “As the champion of the mining industry in Saudi Arabia, Ma’aden has a key role to play in the economic success of Saudi Arabia. Ma’aden’s Strategy 2025 is anchored in our vision to be a sustainable mining champion, and we are working towards achieving this by driving operational, capital and commercial excellence and expanding our global presence,” said Dr. Arif Mustafa, Group Chief Information Officer, Ma’aden. “Cloud led transformation is an imperative for our organization to scale operations swiftly, drive innovation, create a real-time view of all our resources and projects, ensure cost efficiency and implement robust security measures for business continuity,” added Dr. Mustafa. Oracle’s Gen 2 Cloud provides a complete set of services for managing data and provides rich AI-based visual analytics. The implementation will span more than 9000 users at Ma’aden, and with Gen 2 Cloud being supported by the Oracle Exadata Database Machine, which Ma’aden currently uses, the transition to a cloud ecosystem will be seamless.   “Oracle architected its next generation cloud infrastructure for the enterprise, while also building a platform that supports new emerging technologies. The Gen 2 Cloud is a perfect platform for enterprises like Ma’aden to replace their on-premises data centres with a cloud deployment model to achieve strategic business objectives,” said Fahad Al Turief, Country Leader – Saudi Arabia, Oracle. Oracle’s Gen 2 Cloud is the only infrastructure built to run Oracle Autonomous Database, the industry’s first and only self-driving database. With this alignment, Oracle is paving the road to becoming the world’s first complete and truly autonomous cloud.  Oracle’s gen 2 Cloud Region is now live in Jeddah, Saudi Arabia.

Saudi Arabian Mining Company (Ma’aden), has chosen Oracle’s Gen 2 Cloud Infrastructure for a strategic digital transformation aimed at achieving business efficiency and driving growth. The...

منصة "عاونّي" تعيد صياغة خدمات شحن وتوصيل البضائع في المملكة العربية السعودية

تقوم شركة التكنولوجيا الناشئة "عاونّي" والتي تتخذ من المملكة العربية السعودية مقراً لها بتوظيف قدرات وإمكانيات شبكة الإنترنت وتطبيقات الهاتف الذكي لتوصيل الأفراد بمالكي الشاحنات في الزمن الفعلي وعلى مدار الساعة في المملكة. وفي حديث له خلال مقابلة حصرية مع مجلة "تك رادار ميدل إيست"، أكّد الدكتور عبد الرحمن السلطان، الرئيس التنفيذي ومؤسس منصة "عاونّي" أنّ "الحاجة أم الاختراع". وقد خطرت له فكرة المشروع حين كان يحاول نقل بعض المنتجات الخاصة به عام 2015 وأدرك أن تأمين شاحنة في الوقت المطلوب مسألة صعبة للغاية. وكان الهدف بناء شبكة تتيح رؤية فورية لتوافر جميع الشاحنات المتاحة على مقربة من المستخدم مما يمكنه من حجز الشحنات وتتبعها لتصبح هذه الخدمة بمثابة "أوبر" ولكن للشاحنات. وفي عام 2018، تأسست شركة "عاونّي" بعد بحوث مكثفة وتطوير البرمجيات من قبل فريق "السلطان" وإدراجها في برنامج تسريع الأعمال الخاص بشركة Oracle في المملكة العربية السعودية. وأضاف السلطان أنه وبرغم وجود العديد من التطبيقات المماثلة في السوق إلا أن "عاونّي" يتميز بسهولة استخدامه وبساطة تصميمه. "يمكن لطفل يبلغ من العمر ست أو سبع سنوات فقط تشغيل التطبيق، حتى أنني طلبت من أطفالي إعداد التطبيق وتشغيله لأتمكن من تقييم مدى سهولة الاستخدام." ويعمل لدى شركة "عاونّي" حالياً 3,700 سائق في جميع أنحاء المملكة العربية السعودية وهناك نحو 27,000 سائق إضافي بانتظار الموافقة للانضمام إلى هذه المنصة. ويتيح التطبيق للمستخدمين حجز النقل من خلال أربع خطوات وعبر هاتفهم المتحرك إلى جانب إمكانية اختيار المركبات الخفيفة أو الثقيلة بالإضافة إلى خبراء النقل المحترفين إذا تطلب الأمر. وبدأت هذه الرحلة كنموذج أعمال للتعاملات بين الشركات (B2B) ونموذج أعمال موجه للمستهلكين (B2C) ونموذج عمل للتعاملات بين المستهلكين والشركات (C2B) أو بين المستهلكين (C2C)، وأوضح السلطان أن نموذجي الأعمال B2C وC2C يقدمان ربحاً نقدياً سريعاً ولكنه ليس مستداماً بما يكفي بينما في نموذج التعاملات بين الشركات B2B فالأسعار أقل والمدفوعات قد تصل إلى 45,000 ريال سعودي. أزمة "كوفيد-19" تغير نماذج الأعمال وأضاف: "تأتي معظم تعاملاتنا من نماذج الأعمال الموجهة من الشركات للمستهلكين  B2C ونموذج التعاملات بين المستهلكين C2C ، لكن مع ظهور أزمة وباء "كوفيد-19"، تغير نموذج الأعمال  نتيجة الإغلاق. وطرأت الكثير من التغيرات على عملنا بسبب كوفيد 19 في الوقت الحالي. ونعمل حالياً على توفير خدمات توصيل الأغذية للشركات الصغيرة والمتوسطة حيث ننقلها من تجار الجملة إلى المتاجر ومن المزارعين إلى محلات السوبرماركت والهايبرماركت. وأكّد أنهم يتعاونون خلال الأيام القليلة الماضية مع تطبيق لتوصيل مستلزمات البقالة بغية توصيل الطعام والخضروات إلى المنازل. "لقد أثرت أزمة كوفيد 19 علينا في الجانبين سواء أعمال الشركات الموجهة للمستهلكين أو التعاملات بين المستهلكين والتي انخفضت وتيرتها بشكل كبير بسبب الإغلاق وتحول التركيز إلى تعاملات المستهلكين الموجهة للشركات والتعاملات بين الشركات. وتابع السلطان: "ومن أبرز هذه الجوانب خدمات التوصيل إلى الوجهة النهائية لكبار تجار التجزئة في المملكة، حيث يقوم المستخدمون بالحجز ونحن نقدم الخدمة بشكل فوري". وأشار إلى أن شركة غاز سعودية اتصلت بالشركة مؤخراً من أجل التعاون في توصيل الغاز إلى المنازل. "لقد تلاشت كل الاستراتيجيات التي وضعناها لهذا العام. ليس لدينا رغبة بالتحول إلى توفير خدمات التوصيل إلى الوجهة النهائية لمتاجر الهايبر ماركت والتأثير على سمعتنا كون ملاحظات المستهلكين بشأن مشاكل التسليم سيئة للغاية نظراً لظروف أزمة كوفيد 19. ونحن نعمل على دراسة حالة لوضعنا الحالي وبمجرد أن نستعيد جاهزيتنا من جديد، سنقدم دراسة الحالة الخاصة بنا إلى متاجر لولو وكارفور". ويحصل السلطان على نسبة 20٪ كعمولة من الشاحنات الصغيرة و15٪ من الشاحنات الكبيرة. وقد استثمر السلطان مع عائلته وأصدقائه بمبلغ 1.2 مليون ريال سعودي وجمع 15 مليون ريال سعودي ببيع حصة 15٪ في الشركة. التشغيل والدعم بواسطة سحابة Oracle  ونوّه السلطان أن التكنولوجيا تلعب دوراً حيوياً في المشروع ورغم أن التطبيق يبدو بسيطاً جداً بواجهته الخارجية إلا أنه يستخدم الكثير من تقنيات الذكاء الاصطناعي والخوارزميات في الواجهة الخلفية. "كنا نستخدم أمازون ويب سيرفيسيز لكننا انتقلنا إلى الجيل الثاني من البنية التحتية السحابية لشركة Oracle لحصولنا على سعر تنافسي أفضل بالمقارنة مع أمازون ويب سيرفيسيز. وتقدم شركة Oracle خدمات صيانة ذات جودة ممتازة ودون فترة تجميد لتقنيات معينة. قد يقول الجميع بأن خدمات أمازون ويب سيرفيسيز أقل تكلفة لكننا ومن خلال تجربتنا وجدنا أن الأسعار ليست ثابتة وأحياناً قد ترتفع بصورة ملحوظة. ونحن نعمل مع Oracle لربط الواجهة الخلفية للتطبيق بنظام تخطيط موارد المؤسسة الخاص بـ Oracle على مراحل متعددة." وأشار أيضاً إلى أهمية انفتاح المنصة ودوره الحيوي بصرف النظر عن الحاجة إلى المزيد من التحكم والعمليات الفعالة. وقال: "وفّرت لنا منصة OCI الحرية لتصميم الحلول بالطريقة التي تناسبنا كما ساعدت أعضاء فريقنا الجدد على الانضمام إلى الفريق وبدء العمل بسرعة وسهولة". وحول خطط التوسع، أشار السلطان إلى توقيع اتفاقية امتياز تجاري في دولة الإمارات مع شركة "آي إم إس" في دبي التابعة لمجموعة الريس مقابل 15٪ من صافي الأرباح. "نعمل حالياً مع مجموعة من الشركاء للتوسع في كوريا الجنوبية ومصر وهولندا وألمانيا. أما في دول الخليج الأخرى فلم نشهد بعد الاستخدام المكثف للتطبيقات كما هو الحال في المملكة العربية السعودية ودولة الإمارات ولم نجد الشريك المناسب أيضاً. كما نخطط للاستثمار في منشأة تخزين ذكية في المملكة." المقال التالي هو ترجمة عربية للقصة الأصلية التي تم نشرها على Tech Radar Pro Middle East  بقلمNaushad Charrayil     

تقوم شركة التكنولوجيا الناشئة "عاونّي" والتي تتخذ من المملكة العربية السعودية مقراً لها بتوظيف قدرات وإمكانيات شبكة الإنترنت وتطبيقات الهاتف الذكي لتوصيل الأفراد بمالكي الشاحنات في الزمن الفعلي وعلى...

Zoom تختار Oracle لتدعمها في الحفاظ على استمرارية التدريس في المدارس وتشغيل الشركات وبقاء العائلة والأصدقاء على اتصال

بقلم بارب دارو، Oracle ليس من المبالغة أن نقول بأن جائحة (كوفيد-19) قلبت الطريقة التي يعمل ويأكل ويتواصل بها الناس في كل مكان رأساً على عقب، كما غيّرت قوانين البقاء في المنزل وتعليق التجمعات العامة الكبيرة كل شيء. لكن استطاعت منصة Zoom، بالتعاون مع Oracle كشريكها السحابيّ الجديد، أن تُسهل على المستخدمين مواصلة المشاركة في الأنشطة اليومية الشائعة كحضور اجتماعات العمل وفصول المدرسة وممارسة اليوغا وحتى حفلات الكوكتيل لمواجهة هذا التهديد عبر التباعد الاجتماعي الذي يعد أمراً أساسياً في هذه الفترة. كما تُستخدم منصةZoom  في بعض الأماكن لمحاكمة القضايا المدنية والجنائية. ارتفع العدد اليومي للمشاركين في اجتماعات Zoom خلال شهر أبريل إلى 300 مليون مشارك بزيادة قدرها 50% مقارنةً بـ200 مليون في الشهر السابق. وكانت أحد أسباب طفرة النمو هذه هو أن الشركة، التي تأسست في عام 2011 ليكون تركيزها على الموظفين والشركات، وسّعت نطاق خدماتها لتدعم المعلمين والطلاب مجاناً. ومع انتشار الوباء، قررت Zoom إلغاء حد الـ40 دقيقة للصفوف المدرسية ما قبل الجامعية. وهذا يعني أن الشركة التي تتخذ من سان خوسيه مقراً لها أصبحت بحاجة إلى تعزيز قدرتها السحابية لدعم فيض محادثات الفيديو الإضافية. ولهذا السبب تواصلت الشركة مع Oracle التي باشرت بسرعة في توفير الدعم. عمل فريق Oracle الهندسي بسرعة ونشر منصة Zoom ضِمْنَ Oracle Cloud Infrastructure وضَمِنَ حصول Zoom على السعة السحابية الكافية لتخديم مئات آلاف المستخدمين الجدد الذين يتوافدون على خدمتها. وعندما تحول هذا الفيضان إلى ملايين الطلاب والمعلمين الإضافيين وغيرهم، تمكنت Zoom من زيادة قدرتها بسهولة لتلبية هذا الارتفاع. وتُظهر قدرة Oracle على مساعدة Zoom في تلبية الطلب المتزايد قوة وموثوقية سحابة Oracle من الجيل الثاني التي تم تصميمها للتعامل مع متطلبات محادثات الفيديو الصعبة وتطبيقات البث الأخرى بسلاسة. وفي حين أن خدمات Zoom أثبتت فاعليتها في تلبية احتياجات الموظفين والشركات في الماضي، أصبح من الواضح بعد انتشار (كوفيد-19) أن محادثات الفيديو على منصتها سهلة الاستخدام حتى بالنسبة للمستخدمين خارج نطاق الأعمال بما فيهم الآباء والأمهات الذين يؤدون عملين أو ثلاثة في الوقت ذاته كمعلمين ومدربين وممرضين مع الحفاظ على حياتهم المهنية. كما يستطيع أفراد العائلة الذين تفصل بينهم المسافات زيارة بعضهم باستخدام Zoom لاتباع إرشادات التباعد الاجتماعي الموصى بها. وتحول اسم الشركة خلال هذه المرحلة المتغيّرة إلى اسم وفعل. وأصبحنا نسمع عبارات مثل "هل تريد Zoom؟" والتي أصبحت لغة متداولة في كل من العمل والنشاطات الاجتماعية، كما سهّل Zoom حضور الجنائز وحفلات الزفاف أيضاً. وبالنظر إلى ما ذُكر، نستطيع القول بأن خدمة محادثات الفيديو عالية الجودة من Zoom تساعد مئات الملايين من الناس الذين يلزم الكثيرين منهم منزله في الوقت الحالي، مما يخلصهم من الشعور بالوحدة ويزيد من ارتباطهم ببعضهم البعض. ويسر Oracle أن تساعد في تحقيق ذلك عبر بنيتها التحتية الحديثة Oracle Cloud Infrastructure.

بقلم بارب دارو، Oracle ليس من المبالغة أن نقول بأن جائحة (كوفيد-19) قلبت الطريقة التي يعمل ويأكل ويتواصل بها الناس في كل مكان رأساً على عقب، كما غيّرت قوانين البقاء في المنزل وتعليق التجمعات العامة...

Zoom Taps Oracle to Keep Schools Teaching, Businesses Running, Friends and Family Connected

By Barb Darrow, Oracle It’s no exaggeration to say that the COVID-19 pandemic has completely upended the way people everywhere work, eat, and socialize. Stay-at-home mandates and suspension of large public gatherings have changed everything. But Zoom, with Oracle as a new cloud partner, has made it much easier for people to continue taking part in common daily activities—from attending business meetings and school classes to  practicing yoga – and yes, cocktailing – in the face of this threat, where social distancing is key. In some venues, Zoom is even being used to try civil and criminal cases. In April, Zoom’s daily tally of meeting participants mushroomed to 300 million, up 50% from 200 million the previous month. One reason for that growth spurt was that the company, founded in 2011 with a focus on business users, was scaling up to support educators and students with a free tier of its service.  As the pandemic spread, Zoom also decided to eliminate the 40-minute limit for K-12 schools. All of that meant the San Jose-based company needed to boost its cloud capacity to support the additional flood of videoconferences. And that’s why it got in touch with Oracle, which was quickly on board in this effort. Oracle’s engineering team worked quickly, deploying Zoom on Oracle Cloud Infrastructure and ensuring Zoom had enough cloud capacity to serve the hundreds of thousands of new users flocking to its service. And when that flood turned into millions of additional students, teachers, and others, Zoom was able to easily scale up its capacity further to meet that need. Helping Zoom meet the soaring demand also demonstrates the robustness and reliability of Oracle’s second-generation cloud, which was built to handle the tough demands of video communications and other broadcasting applications smoothly.  While Zoom’s services were already proven in business settings when COVID-19 hit, it was clear that its easy-to-use video communications could also make life easier for non-business users, including parents now pulling double and triple duty as teachers, coaches, and nurses -- all while maintaining their professional lives. Far flung family members can also visit each other using Zoom while following recommended social distancing guidelines.  In the process, the company’s name has morphed into both a noun and a verb. Phrases like “Do you want to Zoom?” have entered the vernacular both in work and social settings. Zoom has even facilitated wakes and weddings.  Given all this, it’s safe to say that Zoom’s high-quality video communications service is helping hundreds of millions of people -- many of whom are confined to their homes -- feel a little less alone, a little more connected to one another. And, Oracle with its modern Oracle Cloud Infrastructure, is thrilled to help make that happen.

By Barb Darrow, Oracle It’s no exaggeration to say that the COVID-19 pandemic has completely upended the way people everywhere work, eat, and socialize. Stay-at-home mandates and suspension of large...

Awini reshapes on-demand goods pickup and delivery service in Saudi Arabia

Saudi-based tech startup – Awini – is using the power of the internet and a smartphone app to connect people with available truck owners in real-time and round the clock in the Kingdom. Speaking to TechRadar Middle East in an exclusive interview, Dr. Abdul Rahman Sultan, CEO and Founder of Awini, said that necessity is the mother of all invention. The idea came to him when he was trying to move some products for himself in 2015 and realised that getting a truck at a required time is very difficult. The goal of Sultan is to build a network that gives a real-time view of all the available trucks in the proximity, allowing people to book and track their shipments and be known as the Uber for trucks. In 2018, Awini was born after extensive research and software development by Sultan’s team and was incorporated into Oracle’s startup accelerator programme in Saudi Arabia. He said that there are many similar apps in the market but the advantage of Awini is the “user-friendliness”. “A six- or seven-year-old child can operate the app. I even asked my children to set up and operate the app to test the user-friendliness,” he said. Awini now has 3,700 drivers across Saudi Arabia and 27,000 more drivers are waiting for approval to join the marketplace. The app lets users book transport in four steps from their phone, including a choice of light or heavy vehicles, plus professional removal experts if needed. It all started as a business-to-business (B2B), business-to-consumer (B2C), consumer-to-business (C2B) and consumer-to-consumer (C2C) models and Sultan explained that B2C and C2C give quick cash but not very sustainable while in B2B, prices are lower and payments go up to 45,000 Saudi riyals.  “80% of our business comes from B2C and C2C but with Covid-19, the business model has changed due to the lockdown. Covid-19 has changed our business model for the moment. We are delivering foods for SMEs, from wholesalers to the shops and from farmers to hypermarkets and supermarkets,” he said. For the last few days, he said that they are working with a grocery app to deliver food and vegetables to houses. “Covid has impacted us both ways. B2C and C2C businesses have gone down drastically because of lockdowns and shifted focus to C2B and B2B. One of the big issues is last-mile delivery for big retailers in Saudi Arabia, so people book us and we deliver it right way,” Sultan said. Moreover, he said that a Saudi gas company, recently, called us and wants to work with us to deliver gas to homes. “Every strategy we had this year has gone with the wind. We don’t want to jump into last-mile delivery for big hypermarkets and spoil our name as the reviews by people on delivery issues are really bad due to Covid. We are doing our case study and once we are well prepared, we will present our case study to LuLu and Carrefour hypermarkets,” he said. Sultan earns 20% commission from small pickups and 15% from larger ones. Sultan, along with his family and friends, has invested SR1.2m and has raised SR15m by selling a 15% stake in the company. Powered by Oracle cloud  Sultan said that technology plays an important role and even though the app looks simple from the front, a lot of AI and algorithms are used in the backend. “We were on Amazon Web Services but moved to Oracle’s Gen 2 Cloud Infrastructure (OCI) as they gave us a competitive price than AWS. The maintenance by Oracle is of real high quality and with no lock-in period for certain technologies. Everybody says that AWS is cheaper but in our experience, the prices are not consistent and sometimes it can go really high.  We are working with Oracle to connect our back end with their ERP in stages,” he said. Moreover, he said that openness of the platform is very important, apart from the need for more control and efficient operations. “OCI gave us the freedom to design solutions the way we see fit and helped our new team members get on board easily and fast,” he said. On expansion plans, Sultan said that they have signed a franchise deal for UAE with a Dubai-based IMS of Al Rais Group and they will take 15% of the net profit. “We are already working with some other partners to expand into South Korea, Egypt, Holland and Germany.  In other Gulf countries, the usage of apps hasn’t taken off as in Saudi Arabia and the UAE and we haven’t found the right partner also. We are also planning to enter into a smart storage facility in Saudi Arabia,” he said. Original story authored by Naushad Cherrayil for Tech Radar Pro Middle East

Saudi-based tech startup – Awini – is using the power of the internet and a smartphone app to connect people with available truck owners in real-time and round the clock in the Kingdom. Speaking to Tech...

New Study: AI Helps Organizations Grow Profits 80 Percent Faster

Global research highlights how organizations are capitalizing on emerging technologies to enhance finance and operations for competitive advantage Organizations that are adopting Artificial Intelligence (AI) and other emerging technologies in finance and operations are growing their annual profits 80 percent faster, according to a new study from Enterprise Strategy Group and Oracle. The global study, Emerging Technologies: The competitive edge for finance and operations, surveyed 700 finance and operations leaders across 13 countries and found that emerging technologies – AI, Internet of Things(IoT), blockchain, digital assistants – have passed the adoption tipping point, exceed expectations, and create significant competitive advantage for organizations. AI and Digital Assistants Improve Accuracy and Efficiency in Finance  Organizations embracing emerging technologies in finance are experiencing benefits far greater than anticipated: Errors in finance organizations have been reduced by 37 percent on average.  72 percent of organizations using AI have a better understanding of overall business performance. 83 percent of executives believe AI will completely automate financial close processes within the next five years. Digital assistants increase productivity by 36 percent and accelerate financial analysis by 38 percent. AI, IoT, and Blockchain Drive More Responsive Supply Chains AI, IoT, blockchain and digital assistants are helping organizations improve accuracy, speed and insight in operations and the supply chain, and respondents expect additional business value as blockchain applications become mainstream.  Organizations using AI in their supply chains have seen order fulfillment reduction by an average of 6.7 business days. Applying IoT data to supply chain processes helps organizations reduce fulfillment errors by 26 percent on average. AI is helping organizations reduce fulfillment errors by 25 percent, stock-outs by 30 percent, and manufacturing downtime by 26 percent. Organizations using digital assistants in their supply chains have increased employee productivity by 28 percent and the speed of analysis by 26 percent. 87 percent of organizations using blockchain have achieved or exceeded ROI expectations; 82 percent expect to see significant business value within the next year. 78 percent of executives believe the ability to verify supply chain monitoring with blockchain will reduce incidents of fraud in their supply chain by 50 percent or more over the next five years. 68 percent of respondents see increased business intelligence as a key advantage of emerging technology in supply chain operations. Emerging Tech Equals Competitive Advantage The vast majority of organizations have now adopted emerging technologies and early adopters (those using three or more solutions) are seeing the greatest benefit and are more likely to outperform competitors. Emerging technologies have become mainstream and 84 percent of organizations are using at least one of these technologies (AI, IoT, blockchain, digital assistants) in production.  82 percent of organizations using three or more emerging technologies are ahead of competitors, compared to only 45 percent of organizations using none. Organizations using multiple emerging technologies are 9.5 times more likely to have market-leading financial and operational accuracy. Organizations are 2-3 times more likely to purchase prebuilt emerging technology solutions than build them on their own (percentage varies depending on technology solution). Almost all respondents (91 percent) considered SaaS applications to be a key enabler of emerging technology. Supporting quotes “AI, IoT, blockchain and digital assistant capabilities enable organizations to innovate faster, creating significant competitive advantage and driving increased profit for companies embracing those technologies more decisively than their competitors,” said Juergen Lindner, senior vice president, SaaS product marketing, Oracle. “The research finds that these technologies have become mainstream and organizations that sit on the sidelines risk their business relevance. To help our customers outpace change and consequently the competition, we continuously infuse emerging technologies directly into the business processes to ensure they can harness these business-changing technologies.” “This study makes it clear that emerging technologies have passed the trial phase and are moving toward a state of widespread adoption,” said John McKnight, EVP of Research and Analyst Services of Enterprise Strategy Group. “The business case for these technologies in areas such as finance and operations is maturing at a rapid pace – and in most cases benefits exceed expectations. Furthermore, the research shows that emerging technologies complement and amplify the benefits of one another, which underscores the importance of taking a holistic approach.” Download a free copy of the summary report here, and the full report here.  

Global research highlights how organizations are capitalizing on emerging technologies to enhance finance and operations for competitive advantage Organizations that are adopting Artificial...

To Bee or not to Bee: Saving Bees with Oracle Cloud

Next time you have avocado on toast at your favourite brunch spot, you might want to reconsider the importance of bees. These small and often annoying insects are crucial to pollination, the process behind plants fertilisation and production of seeds, and behind many of the crops in our food chain. According to the British Beekeeping Association, one in three mouthfuls of food depends on these pollinating insects. Since the late 1990s, bees have started to mysteriously and suddenly disappear, with high rates of decline in honeybee colonies. A study by the University of Strathclyde showed that the number of honey bee colonies fell by 16 percent in the winter of 2017-18, with more than 89 thousand colonies out of over half a million disappearing due to a combination of circumstances, including various effects of weather conditions, unsolvable problems with a colony’s queen, and natural disaster. The decline in bees’ population is a threat to the global food supply, and subsequentially, to humanity’s existence. In the face of this challenge, the tech community has come together to solve one of the world’s most pressing threats – Oracle has been leading this important mission by partnering with The World Bee Project CIC, the first private organisation to launch a global honey bee monitoring initiative to inform and implement actions to improve pollinator habitats, create more sustainable ecosystems, and improve food security and nutrition by establishing a globally-coordinated monitoring programme for honeybees and eventually for key pollinator groups. Sabiha Malik, Founder and Executive President of The World Bee Project, explained the British social enterprise has been leveraging Oracle Cloud to analyse and create further insights from the beehive data using analytics tools including AI and data visualisation. “The World Bee Project is using IoT big-data-driven, smart-hive technology to create the very first global hive network and we are the only organisation in the world that is monitoring bees, collecting data and analysing it to understand what’s causing the decline in bees’ population. It’s an extremely serious situation – three quarters of the global food security depends on pollination and at this rate, by 2050 the world will begin running out of food. Moreover, the livelihood of hundreds of millions of farmers around the world depends on bees,” Malik explained. Oracle’s technology has helped the British organisation to make the most of its data by leveraging emerging technologies such as Artificial Intelligence. Amanda Jobbins, CMO & SVP Business Development – EMEA & JAPAC at Oracle, explained this is a rewarding project for the IT leader, showcasing the capabilities of its technology. “Oracle’s mission is to help customers see data in new ways in order to discover insights and open endless possibilities. The World Bee Project’s sensors collect the data from the millions of data points coming from each beehive. These include temperature, weight, humidity and acoustics to name a few,” explained Jobbins. “Our technology then uses AI, machine learning, natural language processing and predictive intelligence to determine various factor, for example when a colony is about to swarm, or to check the general health of the beehive.” By Giorgia Guantario, Deputy Editor - Computer News Middle East. Original Story Posted on Tahawul Tech

Next time you have avocado on toast at your favourite brunch spot, you might want to reconsider the importance of bees. These small and often annoying insects are crucial to pollination, the process...

Oracle’s Autonomous Database Provides an Added Edge to Performance and Cost

Accenture's tests show the US giant's Autonomous Database Warehouse thrives in the post-digital world Companies are beginning to move business-critical workloads to the cloud. So, it is critical to understand the options that are in the market when it comes to price and performance. Pat Sullivan, managing director at Accenture, speaking at the Oracle OpenWorld, said the new set of rules for businesses, in the post-digital world, require the use of new powerful technologies to innovate the business models and personalise the experiences for customers and customise product services and even surroundings. “We are in the middle of the explosion of data. There are two common data sources – consumer and enterprise. The statistics show that we are creating 2.5t bytes of data every day,” he said. With the growth in data and as data is the new oil, optimisation of data at a lower cost is key. Accenture has conducted tests looking at Oracle’s Autonomous Data Warehouse compared to Oracle Cloud Infrastructure (OCI) and running Oracle database on a leading cloud provider without naming but it should be Amazon Web Services. Sullivan said that Oracle Autonomous Data Warehouse provides options allowing IT organisations to reduce run costs while improving performance. New tests from Accenture reinforces that Oracle databases run very well on OCI, and Oracle Autonomous Data Warehouse (ADW) provides an added edge to performance and cost. As organisations continue to see their data grow at exponential rates, Sullivan said that there is a continuous need to enhance how it is used, managed, and secured. “Oracle’s Autonomous Database Warehouse thrives in the post-digital world,” he said. With ADW, Sullivan said that Oracle provides options to allow organisations to cut run costs and complexity while improving the performance of workloads in a flexible pricing model. “Autonomous is certainly price competitive and it is performing and the total cost is lower when compared to other non-Oracle cloud providers,” he said. The cost per query on AWS is $0.2026 while on OCI is $0.0058 and on ADW is $0.0010 for larger configuration and $0.0022 for smaller configuration. So, he said that the total cost is 13% less in larger configuration and two-and-a-half times lesser for smaller configuration compared to the rival. Apart from the speed, ease of use and value for money, Sullivan said that ability to effectively secure data in the public cloud is important. Moreover, he said that the average cost of a data breach in 2019 is about $3.9m. However, he said that many organisations can take weeks or even months to apply critical security patches to their most sensitive and business-critical applications. The longer vulnerability is left unresolved, he said the more likely and susceptible an organisation becomes to a security breach. “Oracle Autonomous Data Warehouse allows organisations to address threats automatically and in real-time, with no downtime. Trust and responsibility are key things when dealing with a vast amount of data. By Naushad Cherrayil, Editor - Tech Radar Pro, UAE. Original story posted on Tech Radar Pro  

Accenture's tests show the US giant's Autonomous Database Warehouse thrives in the post-digital world Companies are beginning to move business-critical workloads to the cloud. So, it is critical to...


Connect people to change culture

Imagine the day when all the data in your company will be seamlessly connected. You can sit back and relax, right? Wrong. That day is coming, soon, and this technological step-change means HR will have a new challenge to take up: changing the behaviours and culture that such change brings with it. From employee buy-in to skillsets to cultural values, HR’s job is just getting started. According to McKinsey, the time European workers spend using advanced technological skills will increase 41% by 2030. And this is just an average, meaning some will be affected even more. One thing that’s certain is that the way we work now will change, and this will impact company culture. Evolving effectively, with minimal friction from your people, means preparing them for this change. Your business needs every employee to pull in the same direction  , as our latest research explores. And the very first step on this road is clear communication.   Communicate up front You know that new, connected technologies can help your people to work more efficiently, productively, and happily. But that may not be how they see it. They may worry that more technology means the company has taken a step towards automating their role. Or that greater connectivity is to keep a closer eye on them and their performance. Your organisation is adapting, so your employees will need to adapt too. Getting their buy-in up front could be the difference between them a) taking your hand and walking with you towards a connected future, and b) fighting you every step of the way. HR should stride forward to communicate that your company will become hyper-connected as soon as the decision has been made. Explain why this change is important to the company, and make sure you’re clear on what’s expected of staff to support the new, hyper-connected culture. Set out what will change for them, as well as the benefits they – individually – can experience if the company can make this evolution a success. Skills, mindsets, culture Greater connectivity and new tools require new skills in order to make the most of them. This could mean recruiting additional people, but it will undoubtedly mean training existing employees to help them take full advantage of their connected tools, systems and processes. Ultimately, you’ll be helping them to embrace a new way of working. In fact, by 2022, the World Economic Forum expects that more than half (54%) of all workers will require significant re- or up-skilling. But clear direction and up-skilling are only two sides of a business change tripod. A more connected workplace also needs something far trickier to achieve: new mindsets. Staff will adapt how they work, individually and together. HR leaders will work with heads of department to show the way and prepare teams. But truly accepting and embracing new business models will require a mindset shift, and this can’t be forced. The best chance lies in nurturing a culture that embraces change and the possibilities it brings. And that will need the HR team’s careful stewardship for years to come. Come and visit us at an event  close to you to know how HR can power these changes.

Imagine the day when all the data in your company will be seamlessly connected. You can sit back and relax, right? Wrong. That day is coming, soon, and this technological step-change means HR will have...

When 20 Million Fans Tuned in to Cheer Team India!

As Rohit Sharma led India to a 6-wicket win over South Africa during the Cricket World Cup on June 5, 2019, millions of fans hit Reliance Jio’s mobile streaming application to tune in and cheer for Team India.  Bursts of viewers ranging from 100,000 to as many as 5 million users would hit the app at the same time, as India’s manic enthusiasm for the sport propelled a total of 20 million subscribers to stream the live match from their mobile phones via Jio, India’s largest mobile telecom company. Sudden bandwidth spikes like these can blow through a company’s physical server capacity and cause outages and delays that ruin the experience, and send customers straight to a competitor. Because cloud computing infrastructure is elastic, meaning it can scale up for massive workloads, and back down when demand lets up, upgrading to a cloud infrastructure can help businesses provide reliable service without worrying about their server getting overloaded. Of course, companies could always add more physical servers, but that takes a lot of time, and it gets expensive, fast, requiring more data center space, staff, and electricity. “We have to handle these kinds of bursts, and give our customers the same great experience, no matter how many CPUs or bandwidth servers we need,” says Gaurav Duggal, Jio’s vice president of technology. Duggal says Jio ran the live cricket streaming app on bare metal servers on Oracle’s Gen 2 Cloud Infrastructure, and it got faster CPU cycles and better IOPS performance than when it ran similar live sporting events on shared virtual machines from other providers. “Even during those peak load bursts, the number of servers we needed on Oracle was half the number we needed on Amazon,” Duggal says.  Delivering great customer experiences on a massive scale isn’t just a luxury afforded by deep-pocket corporations. Because cloud services are delivered virtually on an “as-needed basis,” companies of all sizes can manage ebbing and flowing workloads, without breaking their backs or their budgets. Original story posted on Forbes Brand Voice  

As Rohit Sharma led India to a 6-wicket win over South Africa during the Cricket World Cup on June 5, 2019, millions of fans hit Reliance Jio’s mobile streaming application to tune in and cheer...

Building Oracle’s second generation public cloud for mission critical applications

The adoption of public cloud started with applications at the edge of the enterprise – by first moving non-mission critical applications from on-premises to a public cloud platform. Customers shied away from moving their most critical enterprise applications and the database to a public cloud platform. Network latency, data integrity, security of the platform, and cost of managing application interoperability, were the dominant inhibitors till some time back. Says Ashish Mohindroo, Vice President Oracle Cloud, Oracle, “When people started using the public cloud, customers started with cloud edge applications for speed, storage and servers, and to develop applications at a much faster pace. That is not core enterprise applications.” The challenge for cloud vendors looking at mainstream adoption has always been, how do you overcome these fundamental challenges when heavy duty enterprise applications, that drive much of the global business today, are moved to a public cloud platform. Such applications would need to be available with consistent performance, minimum latency, and bullet proof security integrity. “If you run mission critical applications, performance and latency becomes a bottleneck and an issue, leading to customer churn. Access to information cannot be frustrating,” points out Mohindroo. Considering the limitations that public cloud presented for enterprise end users and their mission critical applications, Oracle has since then developed its second-generation cloud platform. Oracle Cloud Infrastructure is Oracle’s answer to overcoming the limitations that public cloud has presented in the past. Tackling the issues of network latency, security, and interoperability has led to the development of Oracle’s second-generation cloud, called Oracle Cloud Infrastructure. Today Oracle states that the performance and security of its second-generation cloud beats the performance of even on-premises applications. Oracle Cloud Infrastructure, Oracle’s second-generation cloud, allows on-premises, mission critical applications to run in the cloud with better performance. “At a minimum, you are getting better performance than what customers are getting on-premises. Running a database on Oracle is 10X faster than our nearest competitor in the market. We are much faster and superior in the cloud than what customers are used to on-premises and definitely light years ahead of other public cloud vendors in terms of performance,” states Mohindroo. The limitations of the public cloud platform that existed in the past are now being addressed by Oracle Cloud Infrastructure. So being late to the market, and releasing Oracle Cloud Infrastructure, a platform meant to enable mission critical applications, is actually working to the advantage of the vendor. “Now we have an enterprise capable cloud, and the demand has been waiting. We are actually pushing an open door, and customers are waiting and wanting and asking to get to the cloud, which is very exciting for us in the field,” says Andrew Sutherland, Senior Vice President Technology, EMEA and APAC, Oracle. Rewriting the code for a new suite of Oracle cloud applications from the ground up, is fundamentally different from what other cloud vendors have done,” adds Juergen Linder, Senior Vice President, Cloud Business Group, Oracle. There are five key areas that have gone through significant innovation to create Oracle’s second-generation cloud: #1 Code Oracle has not just adapted its on-premises applications to a cloud platform, but has rewritten a new suite of applications for the cloud, for all lines of business from the ground up. “We did not take the easy way out. We did not just lift on-premises assets into the cloud. We fundamentally felt the need for applications to be rearchitected and how data consistency needs to be ensured across all the applications,” explains Linder. #2 Network Latency or access delays are caused when the end user has to go through multiple datacentre hops to reach the final destination of the data and the application. Oracle has built its second-generation public cloud platform in such a way that the end user has to navigate at most only one hop to get to their instance of the application and the database. With any architecture, Oracle guarantees a flat network, and at most you get one hop to the server where the application is running. Mohindroo indicates, “Architecturally we did a lot of work on the network layer, so that you can get access to the core servers that are actually doing the processing, at a much faster rate. You do not have to go through multiple hops to get to that particular server. We call it flat network.” He continues, “That was very important for us to build. Regardless of where you access the service, you are only one hop away from actually accessing the core server that is doing the processing for you.” #3 Noise   Another factor that creates latency of response is the noisy neighbour problem in multi-tenant hosting. In first generation cloud platforms, multiple applications share the same compute resources on a server. This causes latency in accessing data and applications. As a solution, Oracle uses a bare metal environment to make sure there are, “No noisy neighbours to get the performance that you are really seeking out of these applications,” says Mohindroo. #4 Security  Inside Oracle Cloud Infrastructure, security is built into every layer of the cloud. Whether the data is at rest or in motion, it is always encrypted. Hence even if access to Oracle Cloud Infrastructure is gained, the data is encrypted and cannot be accessed. Says Sutherland, “The first three design criteria for our enterprise cloud was security, security, security.” In the past, end users have been wary of migrating their enterprise grade applications to the public cloud because of lack of prevailing security standards from public cloud vendors. All that is changing with Oracle Cloud Infrastructure. “From a security perspective these are some of the basic principles that Oracle has been working with, that makes it enterprise class. This makes it very secure for our customer to rely on us to run their business, which has not been happening on other public clouds,” stresses Mohindroo. #5 Openness Cloud is a platform that enables applications and databases to scale at ease with end user demand. It is also a platform that is meant to interoperate with other cloud platforms, and interoperability and openness are a key functionality of multi-cloud adoption. Many Oracle enterprise customers not only use Oracle Cloud Infrastructure but also use Microsoft Azure, VMware and other public cloud platforms. Oracle recognises this and has built openness and interoperability into its Oracle Cloud Infrastructure. “A lot of customers like to mix and match technologies for their cloud applications and environments. You can run any kind of technology in the cloud, whether open source, third party software, Oracle. We are adding more partnerships, so that you can work with other vendors in the cloud,” explains Mohindroo. With the development, release, stabilization and continuous innovation around Oracle Cloud Infrastructure since 2018-19, the vendor has entered the strategic club of global cloud application vendors. Recent indications from Gartner’s Magic Quadrant analysis indicates that Oracle is further pulling away from the pack in cloud applications and is dominating the leader’s quadrant. By Arun Shankar, Editor – Business Transformation Original story posted on Business Transformation magazine  

The adoption of public cloud started with applications at the edge of the enterprise – by first moving non-mission critical applications from on-premises to a public cloud platform. Customers shied...

Under Pressure: 83% People Feel More Pressure from their Employer than Family When Making Big Decisions

New study explores the link between decision-making and business growth across 12 countries and seven industries  Business executives in the UAE are more anxious about big decisions at work than critical decisions at home that impact their family, according to a new study conducted by Oracle NetSuite. The new study, Unlocking Growth, which provides insights from more than 1,000 business executives in the UK, France, Germany, UAE, Benelux and the Nordics, found that 96 percent are overwhelmed by data when making decisions. One third of UAE executives are putting risk mitigation ahead of potential success to avoid impacting their career, and 33 percent rely on gut feel and intuition to make critical decisions. “There’s a lot of talk about a changing economic, technological and political backdrop, but when you step back, organizations in the UAE have an increasing number of growth opportunities if they can focus their time and resources in the right places,” said Nicky Tozer, VP EMEA, Oracle NetSuite. “To achieve that focus, organizations need to address the decision-making and planning challenges identified in this study so they can use data to adapt to change faster than their competition and unlock new growth opportunities.”  A Culture of Decision-Making Pressure Executives across countries and industries are under immense pressure when making critical business decisions and as a result many are putting risk mitigation ahead of potential success. Most UAE executives (83 percent) said they experience more pressure when making a big decision at work than in their personal life. Fears about negatively impacting revenue (49 percent), losing their job (23 percent), damaging personal reputation (13 percent), and adversely impacting co-workers (10 percent) are the top four areas UAE executives are concerned about.  Risk aversion is even higher amongst organizations that define themselves as high-performers – 62 percent admit they actively pursue risk-averse decisions, even in the knowledge their choice may not be as successful.  An Unhealthy Relationship with Data Information overload, time pressure and a lack of trust in senior management is strangling the decision-making process and leading executives to default to ‘gut feel’ to inform their decision-making strategy. Almost all (96 percent) UAE executives are overwhelmed by data during the decision-making process. Executives in France (99 percent) reported the biggest issues with data, while executives in the UK (92 percent) reported the least.   Time pressure and more complex processes are also making decision-making harder. 29 percent of executives have had less time to focus on critical decisions in the last year, while UAE executives (51 percent) were the most likely to report that more people have become involved in the process, compared to a survey average of 28 percent. 35% noted they trust senior management when seeking decision-making guidance. Colleagues (35 percent) were equally trusted, followed by industry peers (21 percent).  49 percent of UAE respondents expect to turn to a robot as a source of support when making critical decisions in the next year. Executives in France (51 percent) were the most likely, while executives in the UK (33 percent) were the least. 67 percent acknowledge they are not making highly data-driven decisions, with UK executives (73 percent) the most likely to only partially consider data or default to “gut feel”. A Positive Outlook for Growth and Message to Senior Management Executives across countries and industries expect their organizations to grow, but highlighted the need to rethink the planning process to ensure data can be used to adjust business plans and that everyone is working towards a clear plan for success. 56 percent of executives expect their business to grow in the next two years. Executives from the UK were the most positive (63 percent) followed by the United Arab Emirates (57 percent), Germany (56 percent), Nordics (54 percent), Benelux (50 percent) and France (49 percent). Retail industry executives (33 percent) were the most confident that their organizations will exceed growth targets followed by manufacturing (27 percent), distribution (22 percent), and software and technology (29 percent). Executives in professional services (16 percent) and nonprofit organizations (11 percent) had the least confidence. Over three quarters (83 percent) of UAE executives say their organization is good at capitalizing on new opportunities, but there are serious concerns about the planning process. Only 38 percent say they are proficient at adjusting business plans based on data analysis and 29 percent do not think senior management provides a clear plan for success, dropping to just 16 percent in the Nordics.  Methodology For this study, NetSuite partnered with Raconteur to survey 1,050 manager level and above employees. Respondents originated from the UK (300 respondents), France (150 respondents), Germany (150 respondents), United Arab Emirates (150 respondents), Benelux (150 respondents) and Nordics (150 respondents) and represented small and mid-sized organisations from across a range of industries. Participants took part in an online questionnaire and were surveyed in October and November 2019. 

New study explores the link between decision-making and business growth across 12 countries and seven industries  Business executives in the UAE are more anxious about big decisions at work than...

Oracle aims to benefit the most as customers shift from on-premise to cloud

Company will overtake everyone in the industry and become number one cloud provider, top company official says Oracle aims to become the top revenue earner and number one cloud provider when organisations start moving from on-premises to the cloud, a top official said. Speaking in an exclusive to TechRadar Middle East, Steve Miranda, Executive Vice-President for applications product development at Oracle, said SaaS [software as a service] will play a big role in the digital transformation and provide innovation faster to the customers. “Whether you believe Oracle or not, the market is speaking for itself. From a SaaS perspective, we have the best apps for enterprises on the cloud,” he said. The US software giant, with decades of database software and technologies and has strong penetration in the enterprise space, is gearing up for the next growth phase in cloud services. Miranda said that Oracle is already the number one ERP (enterprise resource planning) provider in the cloud by a large margin but the vendor with the true SaaS applications are going to be most successful and “we feel that we have that and we have demonstrated it through thousands of customers,” he said. “As people start moving to the cloud from the traditional on-premises, we are clear that we will overtake everyone in the industry and become the number one cloud provider in the market,” he said. Both SAP and Oracle, biggest ERP providers, are flexing their muscles to be the world’s number one apps provider. SAP has huge followers on on-premise ERP while Oracle has a strong presence in the cloud. Looking at the ERP market, he said that it is quite fragmented and with Oracle and SAP at the top. Market is for SaaS Going forward, Miranda said the market is for SaaS and Oracle has the lead in the market. Miranda said that Oracle took a very different approach to the ERP in the cloud. First, he said that Oracle built the Fusion ERP cloud from the ground up and took a lot of critics from the industry and the people for doing that. “It is built and it is very successful and a lot of people are moving into that with a complete suite of applications. SAP did it through a variety of suite of acquisitions and that is not fully integrated and not into the cloud.  “On the one side, we have Oracle as the true cloud and SAP with partial solutions and not a true cloud. Second, "we are committed to our customers. If you are happy with your on-premise solutions, we will support you and when you are ready, we will help you to move forward. “SAP took a very different approach. They did not build the product but has set a deadline for its customers to move to the cloud,” he said. SAP has set a deadline, by 2025, for its legacy ERP customers to consider moving to cloud offerings. “We have two different approaches now but we feel that we have a more customer-centric approach by showing them [customers] value and showing how and when to move as opposed to what other competitors have shown to force the issue,” he said. Oracle’s CTO and Chairman Larry Ellison had said at its Fusion ERP will be the lever that ultimately dislodges SAP from the number one spot. “SAP has set a deadline and customers who have the deadline have to take a look at all the SaaS solutions very seriously and when they evaluate, we hope to gain from the move to the cloud,” Miranda said. He said that out of the 6,000 ERP customers in the Oracle cloud today, two-thirds are already live. According to Gartner’s Magic Quadrant, Oracle ERP is in the leader category for the last three years while SAP is in the visionaries’ category. Making headway in IaaS Oracle's cloud-related success mostly lays with SaaS applications, so Oracle is focusing on improving its base in IaaS [infrastructure as a service] with its autonomous cloud database. To become a leader in an autonomous cloud database, Oracle needs to become a big player in IaaS but Miranda said that as Oracle flourishes in the autonomous database, “we will become a much big player in the infrastructure business as people will start to move their workloads to take advantage of the autonomous database. “I don’t think that people have to come to the IaaS and utilise our autonomous database but people are coming to grow our infrastructure business. We strongly believe that from an infrastructure perspective, we now have the data centres and the technology to manage people’s cloud workloads very successfully. We do that by an autonomous database which allows to us pull out the best performance and best security at a lower cost,” he said. Original story posted on Tech Radar Pro Middle East by Naushad Cherrayil

Company will overtake everyone in the industry and become number one cloud provider, top company official says Oracle aims to become the top revenue earner and number one cloud provider when...

Oracle on track to beat AWS in number of data centres by end of the year

With the opening of its first data centre in Jeddah, Saudi Arabia, US tech giant now has 21 Generation 2 Cloud regions across the world, out of total 36 With the opening of its first data centre in Jeddah, Saudi Arabia, on Monday, Oracle now has 21 Generation 2 Cloud regions across the world. A cloud region has two data centres. The US tech company has added one data centres in each of the cloud regions - Saudi Arabia (Jeddah), Australia (Melbourne), Japan (Osaka), Canada (Montreal), and The Netherlands (Amsterdam). It has already opened 10 cloud regions in the last six months, taking its tally to 21 and on track to have 36 cloud regions by the end of the year when compared to 25 for Amazon Web Services (AWS). Abdul Rahman Al Thehaiban, Senior Vice-President of Technology, Middle East and Africa at Oracle, said that the Jeddah facility will be the first data centre on Generation 2 cloud in Eastern Central Europe, Middle East and Africa (ECEMEA). Oracle opened its first data centre in the region in Abu Dhabi last year and plans to open one more in Dubai, UAE, and in South Africa within a year. Al Thehaiban said that Saudi Arabia is one of the fastest-growing cloud adoption markets in the region and the opening of the data centre will add pace to the adoption rate. Moreover, he said that the second data centre in Saudi Arabia is expected to come within a year as part of their “in-country” dual region strategy to help customers address disaster recovery and compliance needs. Andrew Reichman, director of product management at Oracle, said that the UK, South Korea, India and Brazil will also have two regions live by the end of 2020. “Oracle is the first public cloud vendor with a region in Saudi Arabia. We built out our first two Gen 2 Cloud regions in the US, followed quickly by regions in London and Frankfurt. Since then, we’ve developed an approach that supports our plan to quickly meet enterprise requirements around the world,” he said. Original story posted on Tech Radar Pro Middle East by Naushad Cherrayil  

With the opening of its first data centre in Jeddah, Saudi Arabia, US tech giant now has 21 Generation 2 Cloud regions across the world, out of total 36 With the opening of its first data centre in...

Precision Group Adopts Cloud First Strategy to Gain Competitive Advantage

With a cloud-first strategy, Precision Group is digitally transforming its business to gain a competitive advantage. Jayakumar Mohanachandran, CIO of the company, talks about how he is seizing the opportunity offered by disruptive technologies. What was the business case for your digital transformation push? Precision is a 36-year-old company, and we manufacture engineering goods, which are predominantly dies and tools. We were running on a legacy system for about 25 years, and as recently as three years back, we started thinking differently because we had a lot of issues when it came to our competitiveness in the market. This actually pushed us to do a study, which was done by KPMG, who told us that we needed to do a digital transformation of the business and change our aging platform because it was too old to adopt any of the emerging technologies. KPMG set our digital transformation roadmap, and then we started evaluating different vendors. We were worried about our processes, which were quite old. How to do a business process re-engineering along with the implementation was the question, and we narrowed down our choice of the vendor to SAP and Oracle. Being a manufacturing company, we were naturally inclined towards SAP, but what tilted the scale in favour of Oracle was the fact that we’d to move ahead in this whole journey as fast as possible. KPMG recommended that the cloud would be one of our biggest enablers and if we wanted to go faster, that would be an ideal choice for us. Then again, we started evaluating the various cloud offerings from vendors and zeroed in on Oracle because they have all the products and services that we required in the cloud. How long did it take you to implement the cloud ERP? So, starting from the initial discussion, it took about a year to finalise the product. After we kicked off the project after finalizing the vendor, it took us exactly nine months to roll it out. It was a big bang approach. We started in September 2017, and we finished in May 2018. In nine months, we went live on almost 18 core cloud modules, and now we have about 24 cloud offerings. What are the benefits that you are seeing? One of the things which we see right now is that in any of the companies, particularly in the manufacturing industry, it takes time to bring in any change. And it takes time for them to understand the benefits of the system and things like that. Being on the cloud, from day one, we got a lot of advantages. We could get a lot of analytics from the get-go. That was something new for us because whenever we do any implementation, it takes time for the system to get stabilised, and then it takes time for the BI to come on top of that. It takes months or years to get the right analytics. So this was, like, from day one, everybody has got a dashboard, and it fundamentally changed the way we work. How about personalisation? Are you able to do the customisation on the cloud? Certainly, Oracle or any cloud provider for that matter offers customization, which is the platform as a service, and we also have that. But when we started this whole journey, one of the agenda which we set out to the entire management team and the process champions was to go as vanilla as possible. This is because going on the cloud, doing a lot of customisation, and defining the same set of processes in the new system will not allow us to scale. So we wanted to reinvent the way in which we do things entirely. It was a complete top-driven project where the management was fully involved, including the CEO, who was the project sponsor. We had a very rigorous mechanism of reviews, in terms of monthly sharing committees and bi-weekly change management meetings, and we evaluated everything to make sure that we were going in the right direction. Which stage of the digital evolutions has your company reached now? We did this in two phases. The phase one was the platform migration, which was completed in nine months. The stage two was more around the edge modules such as maintenance, planning central and analytics cloud services. We completed phase two last year. We have completed the entire implementation and the system is stabilized. Currently, we are in the phase of trying out emerging technologies such as RPA, blockchain, and IoT. One of the interesting projects, which we are currently on within Precision, is a smart factory. We are looking at a solution where we can automate the entire shop floor.                                            What are you going to use RPA for? The use cases which we are evaluating are for HR and finance. We are taking a different approach to this. We are starting with a workshop scheduled for the end of January and will have all the leadership and mid-management team participating. They will build the use cases for Precision. We are going to build an automation pipeline for Precision as a strategy for the next year or two. And then, we will clearly allocate these projects in phases. How about blockchain?  Oracle is doing a lot of big projects on the blockchain. And one of them, which you might have already heard, is a honeybee project. You can track a product, which is honey, right up to the farmer. This sounds very interesting for us because, for us, intelligent track and trace within our supply chain is something very essential. You are on this digital transformation journey now. What is your destination?  We want to transform Precision as a completely technology-driven organisation. The whole idea behind this transformation exercise was to increase our competitiveness and sustainability. The disruptive technologies are going to bring a lot of changes, and if we are not able to capitalize on that, that will be a loss for us. We are trying to understand which of these technologies can bring in maximum benefits to the manufacturing industry, and we are trying to cash in on that. It’s just a matter of plugging in those technologies at the right time because we have the right platform for it now. Original story posted on CXO Insights Middle East by Jeevan Thankappan  

With a cloud-first strategy, Precision Group is digitally transforming its business to gain a competitive advantage. Jayakumar Mohanachandran, CIO of the company, talks about how he is seizing the...

How Oracle is embedding emerging technologies inside its cloud ERP suite

During the transformation journey to the cloud, data becomes a very critical element. Another key part is the role of emerging technologies which become very relevant in how they help customers generate returns and value from their cloud journey. The adoption of cloud applications is moving forward across three platforms. The public cloud is the first step of migration to the cloud from on-premises, followed by adoption of additional cloud platforms, making multi-cloud progression, a natural next-step outcome. Restrictions around data sovereignty are also making enterprises implement private cloud as well, making hybrid cloud also a logical outcome. With multiple data platforms, public and multi-cloud cloud environments can challenge end users in terms of data integration. Eventually the complexity becomes very tough for end users to manage data integration across multiple data platforms. “We see customers resorting to very expensive data warehousing construct. You cannot meaningfully do machine learning across data pools,” explains Juergen Linder, Senior Vice President, Cloud Business Group, Oracle. “Multi-cloud, hybrid type of environment is going to be the predominant type of footprint for most of our customers, which has to do with data sovereignty issues. Certain type of regulation issues prevents them from pushing everything into the public cloud and serves unique opportunities to coexist,” says Linder. Oracle’s Cloud@Customer is a complete cloud instance running behind an organisation’s enterprise firewall. It functions as a private cloud and provides complete cloud functionality but runs on an on-premises model of hosting. Oracle has multiple layers of cloud technology that it can bring to the market based on business outcomes around ERP, CRM, HCM, EP, SCM. “Data gives us an opportunity to engage with customers in their need to transform,” points out Linder. “Cloud offers a very different way to engage with customers, and becomes more intense since we can see actual usage. Every customer is part of the cloud community.” Data layer and ERP  As part of a customer’s journey to the cloud, Oracle is working hard to ensure there is only one data layer across all its cloud applications. If there is only one data layer that means business processes will not stop at application boundaries and will work seamlessly across all applications. However, the primary benefit remains the ability to automate from end to end of the business process. With the adoption of digital technologies, it is becoming easier for businesses to move towards becoming a services company from being a product company. However, this does mean that customer experience management from the front office through the middle office to the back office, needs to be seamlessly integrated and needs to flow seamlessly. “What you are doing is modelling a service at the customer side that needs to be backed up by billing mechanism, revenue recognition, billing in ERP, and to take advantage of IoT sensors data for new billing scenarios,” adds Linder. Once the data layer has been seamlessly integrated from end to end for business processes, it is possible to embed emerging technologies into the application suite that sits on top of the data layer. For its public cloud stack SaaS portfolio, Oracle is hosting Oracle ERP—Financials Cloud, Oracle HCM Cloud, Oracle SCM and Manufacturing Cloud, Oracle Customer Experience Cloud, Oracle Analytics Cloud, Oracle EPM Cloud, Oracle Data Cloud, Oracle Taleo Recruiting, and Oracle Taleo Talent Management. Oracle is now embedding emerging technologies like artificial intelligence, machine learning, Internet of Things, analytics, blockchain, security, into its portfolio of public cloud products. “Sitting on top of a very deep stack of technology allows us to be extremely flexible in deployment mechanisms for customers. This is part of the infrastructure that every SaaS customer naturally takes advantage of when they engage with us,” says Linder. He also sees the impact of emerging technologies reshaping fundamentally how businesses are going to be run, by reducing the mundanity of tasks, leveraging pattern recognition and machine learning. As an example, 89% of finance functions performed today can be automated. Emerging technologies  By first integrating the data layer across the full suite of cloud applications and then embedding emerging technologies into these cloud applications, Oracle is hoping to give its customers a head-start in successful usage. Emerging technologies are directly embedded into the business process so they do not feel like a foreign element. Some of the more specific technologies include intelligent track and trace inside supply chain, intelligent document recognition, field service logistics, amongst others. “We are embedding them natively into the application flow and making sure based on the common data layer that we have business processes supported end to end with those type of technologies,” clarifies Linder. He also points out, that in the past when vendors have not built-in these technologies, such as artificial intelligence in isolation, end users have had to experiment themselves. “In case of applications we owe it to customers to give them a head start. They will not be able to benefit at the same pace that we can provide for them.” To date, Oracle has made 624 million recommendations and delivered them for route recommendations based on machine learning. Linder adds, “We do not ship technology for the sake of technology and leave you alone with that. Machine learning for us is a super important feature because of pattern recognition and allows us to be very effective. As an example, we are shipping IoT use cases and it is seamlessly integrated into the application.” Oracle believes that the best way for end users to benefit is by embedding emerging technologies and prebuilt use cases and templates within its Cloud ERP suite. And these are being inbuilt into business processes themselves rather than having users access them outside the process. “The supply chain module has seen a tremendous uptake in our customer base and tremendous amount of maturity,” states Linder. Out of 2,700 supply chain customers on Oracle Cloud, 1,850 are already live. “The mapping is already done and prebuilt use cases are being leveraged by customers. The algorithm is already there and the recommendations are on the screen. It is up to the user whether to use the recommendations or not. With machine learning the system is learning,” explains Aarti Mohan, Director ERP EPM Cloud Strategy, Oracle ECEMEA. The IoT platform and various use cases are prebuilt inside Oracle Cloud ERP. Others include asset management, production monitoring, connected workers. The ability to use these templates and use cases depends on maturity of the end users. Moreover, they are designed to be end user driven and do not rely on consultants for implementation. “We have invested a lot in IR4 type of capability, augmented capability for stocking and repairs, and digital twins. We are beyond the first step,” adds Aarti. Soaring to cloud For first-time end users migrating from on-premises to the cloud, the list of risks and what could go wrong are endless. In the middle of 2018 Oracle announced its Soar programme to help end users accelerate to the cloud from on-premises in a risk free, predictable and planned manner. Says Linder, “We have served enough customers to really be in an advisory function as to what is the right approach for each customer. If they are on-premises how can we complement them and move them to the cloud in a very predictable fashion.” Customisations are pervasive in every on-premises ERP customer base. The Oracle Soar methodology makes a proper assessment of the customisations that have come into existence over a prolonged period of time, sometimes decades. Looking at the real usage of these customisations, many of these may not be critical anymore. And more over business processes keep evolving well after customisations have been made. During the cloud journey, customers are keen to arrive at their destination with the right business model and the right technology. During their stay on-premises they may have used older versions and built customisations for their processes, which they may now find in-built and standardised in new versions and upgrades available in the cloud. “Often times, a like for like conversation is not necessarily what you want to see. I want to understand what is your business transformation goal. Where do you want to be and map that against what is in the system? What are the best practices of today, and then do a candid corporate assessment, if the customisations of the past are the ones you want to bring over?” explains Linder. The Soar approach is meant to take the risk out of the migration equation. The Soar offering is a fixed time-frame, fixed price, fixed scope, no surprises methodology for customers on their journey to the cloud. The methodology for the Soar migration and the tools has been built by Oracle. The Soar assessment is made by Oracle Consulting and extrapolates the existing landscape into what is the required cost and time. The purpose is to ensure there are no surprise left while migrating to the cloud. While the Soar methodology is implemented by Oracle Consulting, Oracle’s global system integrators also have their own methodology for migrating end users from on-premises to the cloud. Oracle’s global system integrators include KPMG, Accenture, Manai, Deloitte, Wipro, TCS. “Soar is a risk-free approach for our customers to move from their current on-premises investment to the latest Oracle platform called Fusion. We call it the last upgrade that you will ever do,” remarks Aarti. Innovations  Oracle has built-in artificial intelligence and machine learning into its database resident in the cloud that supports its applications. The Oracle autonomous database is self-securing, self-driving, self-running, and self-patching. Now Oracle has expanded the autonomous capability to the Linux operating system. “What that fundamentally means is we are using machine learning and artificial intelligence to run and operate the cloud on its own, without human error and mistakes. The system itself is able to drive all these operational capabilities to provide better quality of service at a lower price for the customer,” says Ashish Mohindroo, Vice President Oracle Cloud, Oracle. “Oracle is the only vendor in the market that is offering autonomous cloud,” he points out. Arun Shankar, Editor, Business Transformation. Original story posted on Business Transformation

During the transformation journey to the cloud, data becomes a very critical element. Another key part is the role of emerging technologies which become very relevant in how they help...

What differentiates Oracle from other cloud providers when it comes to security?

Cybersecurity is an important aspect and it becomes more precarious when organisations are flocking to the cloud to deploy mission-critical apps. Data is the new oil of the 21st century. The opportunity that the cloud presents also brings in challenges and that is the nature of the opportunity. Among the big data breaches that caught the attention last year was Capital One, a client of Amazon Web Services (AWS), which announced a data breach that has exposed personal information such as transaction data, credit scores, payment history, balances, and for some linked bank accounts, social security numbers of 106 million people across the US and Canada. The data breach was an exploit of a configuration issue in a firewall, something that's typically rectified by routine security audits and controls. This incident shows how today's enterprise security deployments are increasingly complicated as the risk landscape is always evolving. Equifax was fined for not patching 2% of its database management while the rest were patched while more than 1m people’s biometrics, usernames and passwords were stolen from Superma’s Biostar 2 security platform. According to security researcher firm VpnMentor, employment and personal details of thousands of British professionals as well as data stored by several British consulting firms were unprotected on AWS S3 database for the past many years.  “There is no challenge that is greater today than the risks that we can be exposed to. As we become connected, the threats become more real with a larger surface area and the bad guys are also using the same emerging technologies to rage a highly sophisticated war against us,” Steve Daheb, Senior Vice-President at Oracle Cloud, said.  “We believe that it is the role of the technology provider to do the integration work for you, whether that is through automation or services and support while you focus on what is good for the company,” he said. Imagine a product that self-patches, self-manages and eliminates human error and that is what differentiates Oracle from AWS and other cloud providers, he said. “There will be 3.1m cybersecurity professionals needed in the US alone and we cannot find enough people,” he said. Patching in microseconds Not every company can afford to hire security professionals, Wim Coekaerts, Senior Vice-President for Operating Systems and Virtualisation Engineering at Oracle, said and added that a lot of people think that cloud is not secure and so, “we will have our own security standards and features”. That is the wrong approach, he said, and everybody has to start from scratch and it is dangerous. “We as a company can hire a lot of security professionals to do it at scale.  For us to scale, we have to do it ourselves in an autonomous database and autonomous cloud,” he said. To do patching, he said that they [customers] need to bring down the apps, then the database and after patching, they need to reboot the OS, restart the database and the apps. “From a technical point of view, you have to do all these steps. From a practical point of view, a company has to hire a project manager. He has to contact the apps people whether they will agree for the downturn and then he has to talk to the database folks,” he said. So, the whole schedule of patching by an individual company is really expensive. So, the company is getting exposed for a few months, he said. Oracle claims that it has an IP that allows it to patch the OS in eight microseconds without bringing down the system. “We have done 120m patches in four hours across the entire cloud and nobody knew. We did not reboot the server or the apps.  It is really important to do patching without downtime. If it is going to impact the user, they don’t want to do it and there is going to a delay,” Coekaerts said. Moreover, Oracle does it for you and not as an add-on. Safer internet initiative Christa Johnson Scura, Internet Intelligence at Oracle, said that internally, Oracle has data scientists and data engineers in the cloud security product space to make it smarter and automated. By launching the “Internet Routing 3D Visualisation” service, as part of safer internet initiative, she said that Oracle aims to increase the public’s understanding of internet routing events such as BGP leaks, which redirects traffic from its intended recipient for the purpose of scamming visitors or for simply stealing data or due to misconfiguration errors that cause a black hole for internet traffic and hijacks through visualisations. According to Internet Society, a not-for-profit organisation, more than 12,000 routing outages or routing leaks occurred in 2018. “Oracle’s aim is to make the internet safer so all users can feel confident of moving sensitive data to the cloud and operating critical workloads in an online environment,” Gil said. Oracle has a totally different approach when it comes to security, Daheb said and “we have to think about it more holistically when it comes to multi-cloud and hybrid-cloud environments. It is also about protecting top-level users to the apps, to the data and to the infrastructure.” “We look at how to use AI, machine learning and autonomous-based technologies and deploy them into our security offerings.  The data is encrypted by default,” he said. Moreover, he said that what Oracle is offering is an intelligent and self-managing database to bring a high degree of automation to routine administrative tasks. An autonomous database is a cloud database that eliminates complexity, human error and manual management associated with database tuning, security, backups and updates; tasks traditionally performed by the database administrators. With an autonomous database, he said these types of breaches don’t happen and autonomous capabilities are built on every component of the product portfolio. According to KuppingerCole Analysts AG, Oracle has been named as an overall leader in database and big data security in 2019. That is why Oracle’s database and cloud infrastructure are well protected and encrypted, Daheb added. Naushad Cherrayil, Business Editor Tech Radar Pro Middle East. Original story posted on Tech Radar Pro Middle East

Cybersecurity is an important aspect and it becomes more precarious when organisations are flocking to the cloud to deploy mission-critical apps. Data is the new oil of the 21st century. The...

Data Protection Is Like Cleaning Your Teeth

Data Protection Day (also known as Privacy Day) on the 28th January emphasises important risks around our own data and data that our employers collect and managed. But we can’t allow our guard to drop the other 364 days of the year.  We must treat protecting our data with the vigilance and regularity that we assume when we clean our teeth – we do it daily and as a non-negotiable part of our lives otherwise there will be major damage, huge cost and severe distress. This vigilance is currently not a reality. Less than half of companies globally are sufficiently prepared for a cybersecurity attack, according to a PricewaterhouseCoopers report that surveyed 3,000 business leaders from more than 80 countries. And no one can forget the scary Capital One data breach exposing 106 million customers’ personal data in March 2019. In fact 2020 has already seen several major breaches including passport information being leaked…we are only in January Harnessing data through technology has allowed organizations to innovate and realise goals more rapidly, but also presents challenges. Despite the mass adoption of emerging technologies, data continues to be an asset AND a risk.  What do we need to know?  The obvious elephant in the room is the new California Consumer Privacy Act, better known as CCPA. It went into effect on January 1, 2020. CCPA "creates new consumer rights relating to the access to, deletion of, and sharing of personal information that is collected by businesses." The attorney general of California will begin enforcing the law in July.  Across the globe, we have seen a number of regulations, with the European Union’s General Data Protection Regulation (GDPR) being the most prominent, that have made organizations take a step back and assume more responsibility for the way they protect and use customer data. Fines for GDPR have resulted in massive consequences for organizations, some charged more than $230 million last year.  The impact on businesses is undeniable and there is certainly more to come. CCPA adds another layer of complexity as it provides rights to consumers and business obligations that do not completely align with GDPR.  Protect Your Data at the Core Implement advanced controls on data  Customer data is key to all organizations. Organisations can reduce their risk exposure by stopping attackers who attempt to access this data directly from the database by using encryption solutions like Transparent Data Encryption. By encrypting data, attackers will not be able to decipher the data even if they are successful in breaking in to the database. This is extremely valuable and reduces risk for organizations holding personally identifiable information (PII).  When leveraging data for specific business use cases, also consider data redaction to further reduce risk exposure. Transparent Data Encryption and Data Redaction are both offered as part ofOracle Advanced Security Regulate excessive access to data  Developers, testers and partners often need access to realistic customer data to perform their job duties. This puts organizations at risk and that risk is multiplied with the continual copying of data. Companies that are looking to increase efficiency while reducing risk and improving compliance should consider data masking, which allows users to perform development work and testing on a database that retains the data integrity while protecting the customer information. Sensitive data is replaced with obscured data that is just as good for the developers or testers, but without the undue risk of creating additional copies of real, sensitive customer data. Data masking is offered as part of the Oracle Data Masking and Subsetting Pack.  By implementing a least privilege philosophy, organizations can better address their data privacy needs. Oracle Database vault helps prevent malicious or accidental changes to critical data and simplifies compliance by setting command controls, multi-factor authorization for access, and separation of duties. Reduce the risk of an attack by an external threat with compromised credentials or an insider with ill intent with fine-grained access controls that limit the risk, in scope and breadth, of a data breach.  In today’s data-driven economy we must develop a culture to prevent manipulation and misuse of data. Data Protection Day is a good opportunity to raise questions and look at solutions to tackle future challenges in a hyper-connected world.                                                                                                          https://blogs.oracle.com/cloudsecurity/your-guide-to-data-privacy

Data Protection Day (also known as Privacy Day) on the 28th January emphasises important risks around our own data and data that our employers collect and managed. But we can’t allow our guard to drop...

Multi-cloud is the path to digital transformation

Recently, I’ve seen a not-so-subtle push to embrace single-cloud strategies and push multi-cloud solutions out of the public conversation. Focusing on the benefits of single-cloud, I believe, ignores some major realities organizations face today. Multi-cloud should not be overlooked. I’ve seen its unique ability to support holistic strategies in digital transformation. This is critical as organizations are being reshaped by a convergence of social and regulatory forces, as well as technology innovations like AI, IoT, blockchain, and 5G.  I see it help my customers drive digital transformation in tangible, operational ways:  Flexibility: Having multiple cloud vendors provides companies with more choice and control over their own technology environment. Innovation: Taking advantage of different innovations across multiple vendors, such as running IoT with one and AI with another, enables companies to leverage the latest technologies to deliver value to their customers. Effectiveness: What a business does with their data really matters in gaining a competitive edge. With multiple clouds working in harmony, a company can take data from every single one and use it together to get a complete view of their operations, understand how their stakeholders are interacting with them, and see where they can drive efficiencies.  A multi-cloud approach also better adapts to complex data requirements. It understands performance, availability, and security better than single-cloud solutions, which can impede differentiation and innovation in cloud computing. Different vendors can often provide different treatments (i.e., strategies, tools, innovation) of data across a complex environment. A multi-cloud approach requires some different tools and practices than a single-cloud approach. The Oracle Autonomous Database can help with this. It is a self-driving, self-repairing, and self-securing database that provides automated performance tuning functions, enterprise-class functions, and more. It can help enable IT to get the benefits of a multi-cloud solution while lowering the labor and costs of managing it.  I believe that it is essential to keep the multi-cloud solution discussion on the table. There are very compelling business benefits to keeping all our options open.  

Recently, I’ve seen a not-so-subtle push to embrace single-cloud strategies and push multi-cloud solutions out of the public conversation. Focusing on the benefits of single-cloud, I believe, ignores...

Enjoy a slice of the innovation cake

Dee Houchen, EMEA Marketing Director, Oracle If the market is a jungle, businesses need to adapt to survive. We’ve seen entire business models upended as organisations transform themselves to keep up. As we enter a new decade, more disruption will follow.  To facilitate this sea change, many businesses are exploring how they can evolve their crucial back office functions - including finance, HR and payroll - to be faster and more efficient. Enterprises today need to make strategic decisions based on accurate, consolidated data and rapidly implement change across the organisation in response to time-limited opportunities. This means exploring new ERP systems and applications, as well as migrating entire back office functions to the cloud. However, recent history is a graveyard of failed implementations. Supermarket giant Lidl invested half a billion Euros and seven years into migrating to a new inventory management system, only for it to end up dead on arrival.Another botched ERP project at National Grid USA took over two years to complete and cost the operator $585 million, more than 150% of the cost of implementation.  Can you have your cake and eat it too? The causes behind an implementation disaster can be many. However, any challenges that emerge are only magnified by the complexity of the project and a lack of flexibility from the implementer. These two elements are typically the death knell of a failed project.   Transforming your ERP system will always be a challenge. Yet, if you try and implement everything at once you could be creating a near-impossible task. With some of Oracle’s competitors, this is sadly the only option.  When organisations have to roll out their ERP implementation in one go, projects can become very large and have many points of failure. There’s much more risk involved, and the risk of failure becomes far more costly. It’s similar to splashing out on a huge wedding cake, but then having to eat it all at once - you’re much more likely to choke. Oracle, by contrast, offers a platform that integrates across all our applications, putting them at your fingertips. You have more flexibility in the implementation, and the freedom to start with whatever applications you like. This enables enterprises to migrate piece by piece, leading to less costly and much less risky implementations. It’s like savouring your wedding cake slice by slice. A craving for innovation When selecting an ERP provider, also consider how far along their own cloud journey they are. Many of our rivals are still migrating their on-premise applications onto their new cloud-based systems. The problem facing their customers now, however, is they’re operating critical functions on a franken-construct of cloud and on-premises applications.  This has and will continue to cause major headaches, made even worse now that SAP plans to ‘switch off the lights’ for its main legacy systems by 2025. Organisations will constantly have to swap out current on-premise apps for the new cloud apps of their provider. Each time a change is made CTOs will need to ensure the new cloud application fits into their system the same way the old app did. If issues are found delays and costs are inevitable, impacting your operations, customers and bottom line.  When they should be innovating, our competitors will instead be spending a lot of time and money making their old applications cloud-native. Some, unable to innovate themselves, are even trying to acquire new companies to do it for them. Yet, it will take years to turn these new acquisitions into embedded features. Meanwhile, their customers won’t have access to the latest technologies, making them unable to outpace change.  By contrast, the Oracle platform and its apps have been cloud-native for years. When we roll out new updates and capabilities, they are released as one across all systems and applications. Our customers have access to the latest AI, ML, Voice and IoT innovations without worrying about implementation challenges or falling behind. If they decide to change business focus, or even alter their model completely, they can do so quickly. Let's be clear - no implementation is ever a piece of cake. However, with our tools and cloud-native architecture, the process will be less complex and risky. With the pace of change constantly accelerating, companies need to be able to evolve faster than ever. Oracle’s priority is to take you from implementation to value creation as soon as possible. 

Dee Houchen, EMEA Marketing Director, Oracle If the market is a jungle, businesses need to adapt to survive. We’ve seen entire business models upended as organisations transform themselves to keep up....

Landmark Group Adopts Cloud First Strategy To Drive Business Growth

Mohamed El Fanichi, Chief Information Officer, Landmark Group   When I first moved to Landmark Group, I was given the opportunity to look at the new IT model, support business growth and explore the opportunities technology can present to the business with an absolute focus on Landmark Group omni-channel ambitions. Over the last few decades, our business has seen a phenomenal growth with hundreds of new stores spread across the GCC with a growing presence in South East Asia. In all of this, our focus has been to provide our customers with the best service along with a truly integrated shopping experience – one that gives them the best of both online and offline world. With this objective, we started working towards building a new Omni-channel strategy, ensuring all our resources to be digitally focused. Our aim was to provide shoppers with a seamless experience. As a business, we realized that our customer’s journey online needed to be tightly integrated with the in-store experience. This was essential to cater to the evolving needs of the consumers. We have been in the region for over 46 years now. We have an extensive store network, established processes and a supply chain that was designed initially for the physical. To cater to the modern-day customer, it was essential to evolve – from a traditional retailer to a future-fit and digitally-focused Landmark Group that we are today. Convenience and customer experience are at the core what we do. In addition, we also have several mini-distribution centers that serve as a huge advantage helping us with easier fulfilment and delivery of goods to our customers. We are seeing that the investments we made in technology and streamlining business process have already started to see a positive impact on the top and bottom line, and we are well into getting the model right.  At Landmark Group, we are committed to the success of omni-channel. The investment in mega distribution center, one of the largest automated distribution center in the Middle East that will service the UAE and KSA and beyond represents a great step in that direction. Our IT strategy is intertwined with that of Oracle. Bearing in mind the Group’s Omni channel ambitions, the massive growth in rich content and the plethora of data points we get from, or push to our stores and online meant that we needed to think differently about our infrastructure.  Cloud was no longer a choice but a strategic imperative. Oracle Cloud and Oracle as an organization were there to support our migration journey to the cloud from the beginning. It took under 12 months to move 80% of our business solutions to cloud from local data center to world class Cloud environments in two locations in Europe. This gives us scalability and we are seeing some major performance improvements and above 20% cost reduction. This new-found freedom enabled by using Cloud, especially flexibility and agility to support businesses growth meant that our journey will continue with deployment of other solutions to service our need for a single view of customers and an accurate single view of inventory, including the use of a full end to end RFID in two of our concepts. Ultimately, our aim is to offer our full range of products and service and reach the customers where they are.It takes a lot to be ready for Cloud – it takes a mindset to change, a thorough understanding of what you have, and a detailed discovery exercise to assess the readiness. As an organization, Landmark Group’s journey to cloud has been led by our belief in the solution and the collaborative effort put in by our businesses to ensure success at every point.  I am constantly looking to ensure that Landmark Group has a competitive advantage.  Deploying transformative new solution continues to be a major part of that process, and Oracle Cloud is one of the solutions that has enabled us to deliver better.  In April 2019, Landmark Group, the largest non-food retailer in the Middle East & India, went live with Production, Non-Prod and Disaster Recovery environments on Oracle Cloud Infrastructure. With 950 stores processing daily transaction on Oracle Cloud Infrastructure and a complete decommissioning of the On-prem environments. “We are Working to automate every stage of the supply chain process, give a real-time picture of our inventory position and deliver accurate and timely information” said Mohamed El-Fanichi the group CIO in an interview posted in the CXO Insight ME in the May 2019 Edition Landmark Group undergoes a massive cloud transformation journey with a Cloud First strategy. This is meant to save costs on their on-premise data centre which they plan to close in 4 years. The overall solution will result in 20% cost saving in 5 years according to the business case.  Background: Landmark Group is the largest non-food retailer in the Middle East and India with an impressive 5-year cloud strategy ranging from the modernization of the infrastructure, enhancement of the service delivery to reducing the overall IT costs and moving over 45 mission-critical applications including Oracle Retail and Planning to Oracle Cloud Infrastructure. In December 2018, Landmark Group went live with Oracle Retail suite of applications (pre-production) followed by a production Go-Live in April 2019. In figures, this complex x-platform migration involves 500+ servers, 12,000-man days and impacts 12000 employees in 12 countries in Middle East, Africa and India. The journey started a couple of years ago when the Oracle Presales team helped The Landmark Group to build their Cloud Strategy and prioritize workload migration based on costs, benefits, complexity and risk assessment. Landmark Group’s project with Accenture kicked-off in late June 2018 with a 3-month design phase followed by wave 1 & 2 migration plan. The first two waves, which started in June and were delivered in December 2018, represent 100% of the pre-production environment (a replica of their production environment). The Oracle Retail suite of applications (Pre-Production) is fully functional on Oracle Cloud Infrastructure and went live on December 20th where a hard cut-over was conducted and on-premise pre-production environment was decommissioned with full dependency on OCI. Followed by the subsequent waves, Production, DR and 4 other non-prod went live and are fully functional on OCI. Landmark Group is currently running a total of 1070 OCPUs on OCI and have achieved at least 2 times performance improvement than their Power 8 based On-prem systems.    

Mohamed El Fanichi, Chief Information Officer, Landmark Group   When I first moved to Landmark Group, I was given the opportunity to look at the new IT model, support business growth and explore the...


Serving the Segment of One

There will be 163 zettabytes of data in the world by 2025 but just 3% of it will be analysed, according to Seagate/IDC. So it seems most of us are still drawing on limited datasets to serve our customers. What could we achieve if we used the vast amount of data at our disposal better? If we fully map audience behaviours and needs, we could move beyond serving groups of customers. And instead, treat customers as individuals. We’re now in the age of the ‘Segment of One’, whether you’re a consumer or a business-facing brand. The days of B2C and B2B are giving way to an era of ‘B2Me’. At a time when customers expect individualised experiences, more and more marketers are trying to understand what makes each person tick, rather than looking for what links groups together. And if we can get that right, it could be the difference between reactive messages and the personal, proactive experiences that allow us to truly engage with our customers. The Shibuya Tourism Association is taking on this challenge already. It provides travellers with information on how best to enjoy the area around Tokyo’s iconic Shibuya crossing. More than five million tourists visit the site each year, taking in the unique spectacle of 1000 people crossing the road at once. But after taking a quick photo, most people leave, skipping the tourist office and missing out on everything else the neighbourhood has to offer. With the Tokyo Olympics just around the corner, the tourist association wanted to change this – and it took a data-driven approach. By installing over 1200 beacons in the streets around Shibuya station, and creating a mobile app, it was possible to pinpoint visitors and draw on data from their smartphones to improve personalisation. The association can now provide visitors with richer recommendations, based on personal interests, where they’re going, and the time of day. It’s these personal moments that matter, in the new experience economy. But getting to this point relies on marketing campaigns being much more efficient and targeted – hardly a simple task, with so many customers and so much data to manage. In fact, dealing with the data can take longer than creating and delivering the customer experiences themselves. That’s why companies like Agea are turning to autonomous technologies to manage their data. Argentina’s largest newspaper is moving from a content-centric approach to a customer-centric one. But it found that the time and cost of managing its analytics infrastructure was standing in the way of success. With Oracle’s Autonomous Data Warehouse, Agea has cut its data management costs by 50%. More importantly, instead of spending valuable time on admin, Agea’s marketing team can focus on drawing insights from its data. Which means more targeted customer experiences, faster.  Reaching a ‘Segment of One’ depends on accurate predictions about what each customer will do next, so we can address their needs at the right time. That means pulling together first, second, and third party data to gain a complete understanding of customers, across channels and devices. And then, with the right end-to-end platform, it’s possible to align the efforts of marketing, sales and services teams. It’s no surprise that today’s fastest growing companies are investing in a more unified approach to data, and getting closer to their audience. Read our report and find out how their investment is paying off.       

There will be 163 zettabytes of data in the world by 2025 but just 3% of it will be analysed, according to Seagate/IDC. So it seems most of us are still drawing on limited datasets to serve our...


What HR really does – and could do

What does HR do? From an outside perspective, it’s easy to simplify an incredibly complex function down to ‘they look after the people and the paperwork’. After all, despite being essential to any company, HR professionals have not been in a position where they can elevate their role to shaping business objectives – until now. Connected data and data analytics open up  the opportunity for HR to directly map talent in the world and measure the impact of its recruitment – and other policies – on the business objectives. Here’s how Alex Doneth-Dodds, Programme Lead at Oracle, explained this in a recent conversation. In the HR department, data is produced constantly. From payroll to training programmes, recruitment reports to performance review information – it’s generated and stored in vast quantities. But most HR professionals don’t feel confident with data. According to one of our recent surveys  , 27% of our HR respondents are highly confident in the amount of data they have to manage, and only 35% feel highly confident in the security of their data. Why do you think that is? I think it could be because data and analytics are generally still associated with the IT team. Or maybe the commercial analysis that goes on in the finance department. Or perhaps the digital campaign measurement of marketing? The difference with HR data is that it’s focussed on a company’s number one resource: people. And if people are your most valuable resource, then you want the very best people, doing their best work, as productively and happily as they can. In other words, you want market-leading recruitment, training, and performance enablement, as well as job satisfaction. So, what do you usually see in HR departments at top companies? The best HR teams constantly review data and analysis, pulling out insights on everything from talent gaps to educational trends, engagement levels, and workforce dynamics. And by analysing, measuring, and quantifying the ‘human resource’ of a business, it’s possible to look after this asset more intelligently – and build tools that can help. Can you give us a few examples of places where this is already happening? Sure. So, after running some combined analysis of job application and employee performance data, one of the largest mobile providers in the US found that college grades actually aren’t that important for talent selection. Instead, evidence of sports leadership and teamwork is far more important when it comes to predicting future employee success. And the Royal Bank of Canada developed its Embark app to help new employees bridge their pre-joining and post-joining experiences at the company. Now they can connect with their managers, team mates, and HR from the outset, and this helps to set them up as engaged, informed colleagues. Any examples you can think of from outside North America? Absolutely. Lane Crawford is a luxury retailer in Hong Kong, and it uses collaboration and learning software for continuous staff development. Combining this with data analytics, it allows the organisation to track and tweak as needed, and make sure staff get what they need, when they need it. In conclusion, what’s your key takeaway when it comes to data and the HR department? Real business value comes from making successful decisions. Those decisions are based on timely, accurate insights, and those insights are born from data. If HR can embrace this, then it can deliver unparalleled value to the business and become a strategic partner at the same time. Come and visit us at an event close to you to discuss the value data can bring to the HR function.

What does HR do? From an outside perspective, it’s easy to simplify an incredibly complex function down to ‘they look after the people and the paperwork’. After all, despite being essential to any...

Clock is Ticking on SAP’s Integration Pledge as Customers Look at Options

At SAP’s capital markets day last week in New York, fiscal discipline, accountability and profit margin expansion were the watchwords from co-CEOs Christian Klein and Jennifer Morgan. The new management team laid out its response to problems that weighed on the previous CEO and his team.  A month into their tenures after the Oct. 10 resignation of longtime CEO Bill McDermott, SAP’s new bosses need to quell pressure from investors unhappy  with overpriced acquisitions, lagging profitability, and a bumpy move to a  business applications suite called S/4 Hana. Customers say they don’t fully trust SAP’s ability to help them digitize, and point to a lack of integration among acquired products. “We have to double down on customer success,” Klein told analysts during the Nov. 12 meeting. “During 2020 we will finally deliver the business integration for all of our acquired products.”  At stake is SAP’s ability to move its customer base to an enterprise resource planning suite called S/4 Hana. Businesses rely on ERP software for tasks such as financial management, supply chain, manufacturing, and delivery. In addition to slow integration – some long-acquired products won’t be knit together till next year – SAP has set a 2025 deadline to end support for older versions of its ERP applications, compelling customers to start moving to S/4 Hana or consider another course.   That’s led to a disconnect between the software maker and its customers’ business strategies. According to a survey of 271 CIOs and managers at SAP customers in Germany, Austria and Switzerland released by the German SAP user group DSAG in September, only about a quarter of respondents said they were well informed about the role SAP’s product roadmap plays in their companies’ digitization strategies, 45 percent partially agreed, and 30 percent said they weren’t well informed.   The discontent has created an opening for Oracle to convince long-time SAP customers to switch to its cloud computing ERP suite. Since upgrading to S/4  requires shifting to an SAP database called Hana – a potentially costly and disruptive move – Oracle can position its applications, Autonomous  Database, and cloud computing infrastructure as an architecture businesses can buy into for the future.   At a time when companies are crafting long-term strategies to gain a competitive edge from rising data volumes, Oracle’s ability to offer an integrated suite of cloud applications, data analysis tools, and machine learning capabilities built directly into its apps and database makes it a compelling choice, according to Oracle senior vice president of cloud applications marketing Juergen Lindner.   German Pacesetter  Some customers are already moving off their longstanding ERP platforms. Oracle has cited German customers including Puma and Diebold-Nixdorf as switchers to its business applications from SAP, and executives have said more may be in the offing.  Chairman Larry Ellison has said Oracle is hunting a pacesetting customer in Germany to move ERP work from SAP to Oracle’s online applications. ‘I've spent a lot of time in Germany and talking to some customers, and they want to move,” Ellison said on Oracle’s quarterly conference call with analysts in September. “What they're waiting for is one really large customer who’s already done it.”   Oracle has about 25,000 customers globally that run cloud versions of its ERP applications and NetSuite software for smaller and midsized companies, Ellison said at the company’s Oracle OpenWorld conference in September.   SAP on the other hand has made numerous cloud software acquisitions in the  past decade and developed Hana, but “somehow forgot to rewrite their applications for the cloud,” he said.  In New York, SAP’s co-CEOs pledged to abolish decision-making silos and eliminate products with overlapping functionality, as well as those with relatively few users. Chief financial officer Luka Mucic reiterated the company’s target of boosting its cloud gross margin target to 75 percent by 2023 compared with 69 percent this year.   The company will do that by relying more on partners Microsoft, Google, Amazon Web Services, and Alibaba to run the cloud infrastructure, or computing power and storage that underpins its business applications. SAP will also winnow the 25 different kinds of infrastructure software accrued through acquisitions and in-house development it uses to run customers’ computing workloads. “It was close to impossible for us to really share resources” across groups, Mucic told analysts. Now, he said, “we have our act  together.”   In addition to convincing customers to stick around for the ride, SAP also finds itself in the position of having to defending itself to Wall Street. Investors have criticized management for moving too slowly to integrate acquired companies, the rocky S/4 Hana transition, and overpaying for customer data management software company Qualtrics, which it bought last  year for $8 billion. Enterprise software maker ServiceNow, McDermott’s new  company, trades at about 11 times expected 2020 sales – by contrast, McDermott paid about 20 times forward sales for Qualtrics.   Those factors drew activist investor Elliott Associates into the stock this spring. Three SAP executive board members have left this year, including McDermott. On Nov. 4 SAP increased its share repurchase plan and announced a special dividend worth a combined 1.5 billion euros ($1.6 billion).   Management has its work cut out to explain how it will extricate itself from a sticky situation. “Business models are changing so dramatically in almost all industries and customers just take time,” said Klein.   Time is an asset the company can ill afford to lose. By Aaron Ricadela

At SAP’s capital markets day last week in New York, fiscal discipline, accountability and profit margin expansion were the watchwords from co-CEOs Christian Klein and Jennifer Morgan. The new...

Prepared For The Future

Sebastian Samuel, CIO, AW Rostamani, talks about successfully scaling digital innovation to drive business growth and deliver value to customers. What does digital transformation mean to you? We are a family-owned conglomerate involved in multiple lines of businesses. These range from real estate and retail to automotive, logistics, and transportation. Digital transformation can be different for different business units. Rather than define it individually for each business unit, we see digital transformation as nothing but business transformation – future-proofing the business and taking it to the next level. In this game, you need the whole C-suite to be with you. You need the support and engagement of your CEO, CFO, CHRO, board members, line-of-business managers, and partners to manage the execution of the digital transformation. Our IT organisation works hand in hand with the business units, right from strategy formation to execution to delivery. We use the Balanced Scorecard to align company activities with strategies and monitor the progress. Once scorecards and strategy maps are defined for each business unit, we work with almost 21 business units as IT; we participate in their strategy review meetings to understand their business ambitions and then we advise them on the kind of IT projects we can take up to support these goals. How does one transform IT from a cost centre into a true business enabler? I don’t like IT to be termed as a cost centre. Especially, when most of the business enablement happens through technology-driven models, IT must be at the forefront. In fact, all our initiatives are focused on two aspects that I prefer to describe as the numerator and the denominator respectively. First, on the numerator side, we focus on how to accelerate revenue growth, how to improve margins, how to acquire more customers and retain existing ones. We always promote those initiatives within the group. Second, on the denominator side, the focus is on optimising the cost of operations, managing resources in a better manner, and improving internal efficiencies. Instead of being a cost centre-oriented IT organisation, we are more into enabling the business through the improvement of customer satisfaction, customer acquisition, and retention, and optimising cost. I believe that is the true definition of business enablement. You are actively taking on business strategy responsibilities, and at the same time, you have to keep the lights on. How do you balance both roles?  It swings based on seasons and need of the hour. We have to keep the lights on, and at the same time, continuously work towards identifying new growth opportunities, innovation and making sure our business is ahead of the competition. We always have two modes of IT working within the same organisation. One camp is continuously building new capabilities and innovation, and the other one maintains a stable environment once it is productionalised. Gartner coined this as bimodal IT, and I am a big fan of this concept of balancing the need to innovate with maintaining legacy systems to keep the business running. Even the business has to be bimodal to drive digital transformation. If you don’t have that mindset, you will always be viewed as a run-and-maintain organisation. Which are the new technologies you are exploring? We are exploring the whole array of new digital technologies such as cloud, chatbots, blockchain, Data Science and mobile. We have been on the cloud journey since 2011, and in fact, we were one of the early adopters of Oracle talent management system in the region. Now we run almost 20 plus cloud services from ten different countries, which means our IT infrastructure is distributed across many geographies, and there is no perimeter. In fact, we have all three different flavours of the cloud. We use Oracle ERP, which has gone live in a hybrid cloud environment. Our production runs on-prem while test and development and DR are on the cloud. This gives us almost two-three times more speed and good resiliency in terms of infrastructure. Our objective is to become completely server-less by 2022. Our infrastructure is moving 100 percent to the cloud, and our software adoption policy is cloud-first and mobile-first. We also adopt quite a lot of specialised best-of-breed applications. One of the advantages of the cloud is that it allows you to move in different velocities. For example, your sales and marketing need continuous innovation, and new technologies are emerging daily. Your HR probably needs a change every two-three years and finance every five to ten years. With one single monolithic ERP, you can’t drive innovation that meets the different needs of business units. Therefore, we decided to slowly decouple from a single ERP to best-of-breed cloud solutions while also ensuring that we integrate well because it’s a very important aspect of the cloud journey. Do you see any use cases of AI and ML with AWR?  It was all noise in the past, but it is becoming a reality now. The UAE is one of the first countries in the world to set up a ministry dedicated to Artificial Intelligence, and we have aligned ourselves to the national vision for AI. We have started a separate department in IT called decision technologies to make sure that we use analytics, data science, AI and ML to improve our internal processes and enrich customer experience. However, due to our fast cloud adoption, data fragmentation was an issue. In order to address this challenge, we have created an application neutral data landscape to which we bring in data from all different cloud applications for analysis and machine learning. Blockchain also has some interesting use cases for some of our business sectors, and we already have some proof-of-concepts underway.  What is your greatest career achievement? I am motivated to succeed by the core values of AWR – passion, integrity, commitment, adding value and never being satisfied. Anything is possible when you are dedicated to upholding these values. Personally, I don’t believe in milestones. I am passionate about coming to AWR every day and exploring new things to improve our business. More than that, what I really value is my team. During my long tenure here, I have been able to set up and maintain a very focused and committed team and I feel proud about that achievement. Originally Posted on CXO Insight Middle East 

Sebastian Samuel, CIO, AW Rostamani, talks about successfully scaling digital innovation to drive business growth and deliver value to customers. What does digital transformation mean to you? We are a...

How long will you stay with the devil-you-know?

Arun Khehar, Senior Vice President - Business Applications, Middle East, Africa and India, Oracle Deciding on an ERP system is a bit like buying your dream home. On paper, it’s all about the checklist: detached, garage, open plan layout, master en-suite. But in reality, decisions aren’t made on a checklist of logical reasons to buy or not to buy. At the end of the day, it often comes down to that elusive “feeling.”  We recognise that. The checklist is all good and well – price point, speed of implementation, time to ROI, level of innovation, intuitive UX. But with so much resting on how well a company leverages technology, it is no surprise that many feel risk averse; but at what point does staying with the status quo present the greater risk? For many companies, the ERP system is the core backbone of the company.  Time, effort and no modest budget has been invested in a system upon which the whole company relies on to function. The devil-you-know, perhaps, and change feels like a risk. Time and effort of migration is only part of the concern.  What if the new system doesn’t live up to its promise?  You don’t want to be the latest headline about a write down or additional charge in the earnings report. But we live in dynamic times. Volatile markets and new competitors are pushing aside established companies faster now than ever. We celebrate new companies joining the FTSE. There are a finite number of companies on these listings.  With every new one added, an established player that didn’t move with the times is being taken off the list. These companies are often ones who papered over the cracks. They may have made some changes but were they fast enough to introduce a new product; to provide a seamless omni-channel customer experience; or take advantage of the radical transformation new technology can bring? Legacy might be the reason but it is not an excuse.  Companies can often see and agree what they need to do. They are, however, hamstrung by an internal infrastructure that is complex, slow to change and difficult to integrate.  They devil-you-know suddenly becomes the liability it has threatened to be for some time. The decision to move toward a cloud based ERP system, and in fact an integrated set of cloud applications, no longer requires a leap of faith. It is not about having the confidence to take a risk. It would be more risk to stay on the current platform, or to stick with a vendor that is suggesting a costly complex migration. Time to look at what is in the market. The cloud applications landscape has transformed and now provides mature enterprise grade solutions, ones companies like Oracle and NetSuite have been developing for many years. Our rivals are nowhere near this level of maturity, with some not even having finished building their systems, simply offering hosting services while they scramble to build their infrastructure from the bottom up. Maturity means built together to work together. Not a collection of acquired software built on different architectures.  This becomes central in the work across an organisation. The ability to incorporate HR, supply chain and customer experience management capabilities having one consistent data structure across every application is becoming central to how companies look at their back office. At Oracle, we partner with our customers for successful outcomes - building applications based on customer input and usage patterns, not a ‘one size fits all’ approach.  Such an integrated framework breaks down silos and improves user engagement and performance, giving equal access to business users across the organisation. More importantly it helps improve the ability of different data to be used to give real-time insight into what is happening with the company and, crucially, among customers. Great, but that might only get a company onto a level playing field with its new competitors.  To move ahead of them, it is necessary to look at the technology grabbing the headlines as the engine for growth. Isn’t that more cost and complexity?  Yes if it is implemented as standalone technology.  That’s why Oracle has embedded AI and machine learning in every application as standard, not as an add-on for additional cost. This means all our customers can benefit from the latest innovations in conversational interfaces, natural language processing, blockchain and IoT – and the list is growing. Other ERP systems can’t offer this level of constant innovation, as their cloud platforms and infrastructure aren’t yet mature enough to support it, meaning customers are losing out and businesses are losing competitive advantage.  Those companies that are taking this leap of logic can stay ahead of all the expectations thrown their way. They are building organisations that are ready and willing to embrace sudden change and the potential of the future, and they can drive innovation within their own business and collaboration across departments. Despite the initial idea that sticking with the same supplier is the logical decision, it is possible that this is a feeling preventing the choice of innovation over laggard features and using emotion over logic.  Changing your ERP system, like buying a new house, will never be a no-brainer – you just need to choose which side of the brain you want to follow.  “Learn more about taking the leap of logic here”

Arun Khehar, Senior Vice President - Business Applications, Middle East, Africa and India, Oracle Deciding on an ERP system is a bit like buying your dream home. On paper, it’s all about the checklist:...


3 Steps to Connect Customer Experience

Good data makes marketers smile, but managing that data can send a chill down the spine. Many of us see it as complicated, perhaps something that stifles creativity. But it’s also the foundation of a 360-degree customer view. And without that, marketers have little chance of delivering the personalised experiences their audience expects. Customers expect frictionless experiences, on any and all platforms, while businesses need to meet the highest levels of governance and transparency. So an excellent Customer Experience now goes beyond the customer service team. Or the sales team. Or the marketing team. Data has become the domain of every department. And delivering the best customer experience possible depends on it being clean, connected and constantly updated. Step 1: Clean your data Less duplication and disorder in your data means less information to manage and less time spent managing it. Which in turn means marketers can focus on the customer experience itself. But it’s essential for governance too. How can you guarantee customer information is in safe hands if you don’t have sight of it across the business? And how can you ensure proper governance if you can’t see all the data you’re collecting? Honestly, we only expect data privacy fines to grow, so this is an issue that’s better addressed sooner rather than later. This brings us to the main question: how to clean data quickly and effectively. Preparing and cleansing data manually doesn’t really fit the scale and speed you want (and need) in your marketing department. But Artificial Intelligence and Machine Learning could help here. Gartner predicts that ML in particular will take on 40-45% of manual data tasks by 2022. And for many companies, cleaning data will be one of those tasks. Step 2: Connect your data Good customer experiences aren’t one-way, one-off transactions – they obviously haven’t been for some time now. They’re mobile and fluid, as customers interact with companies across platforms as and when they choose. But the number of systems we need to deliver these improved services has steadily grown, leading to silos of data. And those silos can stand in the way of the frictionless experiences customers are looking for. World class brands are responding by centralising their data. An open flow of information between teams can help with building equally seamless experiences for their customers. Take Meliá Hotels. The Spanish hospitality leader recently unveiled a new service, allowing customers to use an electronic bracelet as their room key and a digital wallet across its resorts. And while this service relies on simple Bluetooth technology, it’s the integration of data behind the scenes that makes it all possible. Step 3: Make your data real-time You may have connected your systems and automated data management, but is the data constantly refreshed? You want to learn, but also to adapt and evolve quickly, based on changing needs. And this is as much a mindset as a technical requirement. Most of us want to be more dynamic in our responses to customers. We want to respond quickly to market demands. And that means recognising and reacting to the fact that data is constantly growing and evolving. By enriching our customer profiles with real-time context, we can have better insights and deliver more personalised experiences at the exact moment when they matter most: right now. Each of these elements is made easier by a more intelligent, cloud-based system. It’s one thing to move data to a new infrastructure, but it’s another to use a data warehouse that actively monitors, detects, and repairs itself, to deliver the level of security you really need. In other words, an autonomous system. These allow companies to spend less time managing data, and more time doing what matters most – giving customers what they want. After all, the future of data management shouldn’t be about more admin. Instead, you could work in a more integrated way, and differentiate your business.

Good data makes marketers smile, but managing that data can send a chill down the spine. Many of us see it as complicated, perhaps something that stifles creativity. But it’s also the foundation of a...


How CHROs are harnessing data to get ahead

Only 20 per cent of HR professionals believe they can adequately plan for their company’s future talent needs. And yet, an HR survey found that forecasting for headcount is the most important use of data analytics. Why is there such a disconnect?  As our research shows ,  data analytics can help CHROs to anticipate talent needs in a candidate driven market, better track employee fulfilment, and ultimately combine HR insights with business objectives. In other words, HR can study the past, see ‘now’, and get ahead. According to investment bank UBS, global unemployment reached the lowest level for almost 40 years in December 2018. But while record-low unemployment is fantastic news, it means high demand for job candidates. Your best employees are at greater risk than usual of being poached – whether by recruiters, former colleagues, even a well-timed LinkedIn ad. Improving employee satisfaction is the seemingly simple answer to this familiar problem. But it’s far easier said than done. Satisfaction surveys and performance reviews can gather information, but they’re time-consuming and expensive – not to mention the facts that it’s impossible to tell how reliable respondents are being, or that by the time results come in, the issue is often already outdated. But what if CHROs could use insights from existing and real time data to create an environment where employees want to spend their working weeks – a place where they feel fulfilled and motivated? We have the data Every new hire, promotion, raise, review, or departure brings data points, and this information is probably waiting for you in core HR systems. Tools like Oracle Analytics Cloud can use this data – and many other types besides – to reveal trends, help you forecast, and make informed decisions. This could include staff turnover data from your sales team, compared with location, earnings, or promotion information. Mapping this against current execs, you could spot those most likely to leave – and intervene before it’s too late. Over time, you’d be able to understand turnover rates throughout the company, and use insights from predictive analytics to develop plans to improve satisfaction, curb turnover and plug talent leaks. One global logistics company uses analytics to improve the job satisfaction of its delivery drivers. The handheld devices drivers use to accept delivery signatures carry plenty of useful information, and help them find the fastest, most efficient delivery routes. Greater delivery efficiency means the company can increase the number of packages delivered per driver, and this productivity boost leads to some of the highest driver compensation rates in the industry. Happier drivers, less driver turnover. Strategic insights What if we were to take this one step further? You could take your HR analytics and combine with other business areas to reveal new insights. Data from on-boarding, incentive programmes and goal management could inform your company’s strategic decisions. One of the USA’s biggest mobile providers found that SAT scores and college grades are poor predictors of employee success. Instead, experience in sports leadership is a much better forecast. But it only discovered this by analyzing job applications against those employees’ performance data over time. Combining datasets in new ways can be the fastest route to new insights, and forecasted plans that help you to keep the talent you value and spot the talent you need. HR can cement its position as a strategic linchpin of business continuity. And, of course, there’s simply no overstating the potential of motivated, engaged, productive employees.

Only 20 per cent of HR professionals believe they can adequately plan for their company’s future talent needs. And yet, an HR survey found that forecasting for headcount is the most important use...


From Counting herds to Herding Data?

An evolution of the database, from counting crops to self-driving systems   It was roughly 7000 years ago that Mesopotamians began tracking the yield of their crops, effectively becoming our first data analysts. Today, companies record and manage data in all shapes and sizes, drawing insight from it to work smarter and better serve their customers. The principles have remained the same for millennia, but the rise of AI and autonomous systems have unlocked a new world of opportunity in the zettabytes of information we collect. How did we get here? How did we get from counting crops, to storing huge volumes of information, to self-driving, self-managing systems? Let’s take a trip down database memory lane: 5000 BC – Farmers in Mesopotamia begin to track the size of their herds and record their crop yields, giving rise to early accounting principles and written language. 17th century – John Graunt, widely regarded as the father modern statistics, releases the first European writing on the topic, Natural and Political Observations upon the Bills of Mortality Late 19th century – Herman Hollerith invents the first tabulating machine, used to process data for the 1890 US Census. The machine was subsequently adapted by businesses for accounting and inventory control 1980s – Businesses begin looking for ways to store, track, and understand the data they collect, and begin to analyze the information at their disposal to inform their activities   1990s – Enterprise software becomes powerful enough to support predictive analysis. For the first time, businesses can take a scientific approach to planning and strategizing for the future 2001 – Gartner Analyst Doug Laney outlines the challenges of managing the 3 “Vs” of data – volume, variety and velocity. He argues that all three parameters are expanding, and that simple storage is no longer enough 2008 – Oracle introduces Engineered Systems, giving rise to lightning fast autonomous infrastructure at the same time as companies start to adopt cloud computing on a large scale. Suddenly, IT departments don’t have to hand-build infrastructure piece by piece using disparate solutions from multiple vendors 2012– Artificial Intelligence (AI) enters the mainstream. Companies begin using algorithms to run complex computations on millions of data points in real-time, automating more elements of their operation and changing the way they serve customers 2018 – Understanding that to capitalize on AI, cloud-based systems must be able operate autonomously, Oracle launches the Oracle Autonomous Database, defining a new category of IT. The self-driving, self-securing, and self-repairing system requires no manual intervention. The Future is Autonomous We’ve come a long way from counting crops and cattle. The days of simply storing information have given way to a digital era, where computer intelligence is baked directly into the data we collect from a growing range of sources. The groundwork is now being laid for businesses to become full autonomous, with every system and process able to manage, update, repair and secure itself. Just as cloud computing took the datacenter from CAPEX to OPEX, autonomous systems promise to help users do even more with their data, while putting in less effort and costs. This doesn’t mean people will have no place in the companies of tomorrow. In fact, as our research suggests, with machines taking on more administrative tasks, employees will be able to dedicate more time and energy to using data strategically, which is where they add the most value. The Oracle Autonomous Database marks just the beginning of our autonomous future. Inspired by rising customer demand, including 5000 trials in the final quarter of FY19, we have now taken a major leap forward with the launch of the Oracle Autonomous Database Dedicated service. Using this service, customers can easily move from manually operated on-premise databases to a fully-autonomous and private database, hosted in the Oracle Cloud.  Join us at our events to learn more, and discover what the future holds for autonomous systems.  

An evolution of the database, from counting crops to self-driving systems   It was roughly 7000 years ago that Mesopotamians began tracking the yield of their crops, effectively becoming our first data...


The future is ready, is your CV?

Change is good, but it also makes us anxious. This is especially true when a new technology promises to revolutionize the way we work. We marvel at the possibilities of AI and autonomous systems, but our excitement is tempered by the angst of uncertainty – how will these developments affect our jobs and way of life? Autonomous technologies are not the enemy, they’re just very powerful tools. When used to drive genuine progress, they may bring about the revolution businesses have been asking for. The need to work faster, meet growing demand, and differentiate has always driven companies to enhance their performance with machines. From first farmers who used a mechanical plough, to Richard Arkwright’s invention of the water-powered mill, to Alan Turing’s cracking of the Enigma code, technology has been a powerful ally. And while these innovations have disrupted the job market, new roles and industry segments have been created in the long run, making our society more prosperous as a whole. Today, AI and automation are driving a new transformation. The step change in productivity is unlike anything we’ve ever seen, and the new skills we are developing to manage these technologies are up-levelling the workforce at an incredible pace, creating new forms of employment and changing the dynamic between traditional lines of business.   Man and machine working side-by-side The autonomous enterprise is not devoid of humanity. On the contrary, as our research suggest , it is a place where machines take the robotic elements out of work so employees can operate at the highest level intellectually and emotionally. Consider the following example – a day in the life of an autonomous enterprise employee: Jill, a sales team leader at a major company, arrives at work in the morning. Her emails are sorted in order of priority, while her spam has been moved to the trash folder. Some emails have even been answered automatically, with previously registered responses. That’s at least one hour of admin eliminated. Next, Jill opens a live dashboard of her customers’ details, organized based on her most recent activity with important files proactively highlighted for her attention and suggestions provided for the next best course of action. Rather than digging manually for answers to a customer issue, Jill can simply take on the recommendations provided by the autonomous system. Less time spent on process means more time spent creating value for her customers. Because the data is live, the marketing team has been advised that Jill’s customers are now in a place where they are open to receiving targeted marketing materials on the company’s latest offering, thus supporting Jill’s efforts. While she’s reviewing her customers’ orders, she gets a proactive notification from the system indicating there is a discrepancy between an invoice and the matching payment, with possible explanations for the change and how it could impact the client’s portfolio. Finance has been notified in parallel and have already seen the potential impact on forecasted revenue. If one of Jill’s meetings overrun, the autonomous system proactively attempts to reschedule subsequent appointments based on her availability. Ahead of each commitment, it pulls out recent articles and information that might be of interest to each customer, while also reminding her of important responsibilities like employee reviews. With Jill’s team so busy, the autonomous enterprise takes the liberty of suggesting a bonding session to boost morale, with a couple of dates where her whole team is available. In short, working in an autonomous enterprise means less time spent on administrative tasks, less opportunity for human error as a result of being overworked, and less focus on minutiae. Instead, workers have more time to serve customers, collaborate, and benefit from each other. Change is here As part of this autonomous revolution, the line between man and machine is blurring. Increasingly powerful systems are taking on tasks that were once considered beyond the ability of computers. We now rely on AI and automated systems to predict customer demand, detect people’s emotions, and even drive our cars. This is automation taken to the next level with built-in intelligence. Traditional automation is like a fast-forward button, greatly speeding up processes but not changing them in any way. Users still needed to define how automated tasks worked and intervene each time a parameter changed. With today’s autonomous solutions, processes are not only faster, they are self-improving and self-repairing. Once powered, they will constantly look to work in more efficient ways, while AI algorithms suggest new outcomes that may be more favorable, and that a human mind could not compute alone. Consider the way autonomous robots have transformed warehouse operations. Major ecommerce companies like Alibaba use armies of robots to navigate, retrieve, and deliver products, making it possible to fulfill orders at a previously unheard of pace. The robots operate like a well-oiled machine, avoiding obstacles, finding the fastest route to where they need to be, and turning warehouse management into a nearly autonomous process. A global revolution The rise of autonomous systems is not a niche phenomenon. Last year, Gartner predicted that “autonomous things” would be the top strategic technology trend of 2019. The rate at which countries, and businesses in those countries, embrace autonomous technology will dictate their competitiveness in the years to come. The Economist Intelligence Unit released a ranking of nations based on their readiness to integrate intelligent automation. The 25 countries were assessed based on how well their policy environment is suited to making intelligent automation a reality, and the level of leadership they have shown with regards to digitization to date. The results reveal that autonomous is indeed a global trend, but that even the most advanced countries have work to do when it comes to skills. For automation to have a positive long term effect, education policies and training programs must evolve to ensure the success of future generations in the workforce, in addition to the success of companies that will ultimately employ them. In particular, the Economist Intelligence Unit emphasized the need for continual learning so that people are able to keep up with change. As robots and algorithms take on more routine tasks, we must prepare people to take on more human-oriented roles, which will require adaptability, creativity, and critical thinking over technical abilities.  At Oracle, we are pioneering autonomous technologies for the enterprise. For instance, the Oracle Autonomous Database is able self-patch, self-tune, and protect valuable data with no human intervention. Our broader Cloud Platform Services helps companies to get predictive insights from their data, while driving down operational costs and the risk of human error.

Change is good, but it also makes us anxious. This is especially true when a new technology promises to revolutionize the way we work. We marvel at the possibilities of AI and autonomous systems, but...


Why Successful Companies are Data Leaders

Research shows that connected data and a successful company are directly related: Those organisations that have seen significant revenue growth (20%+) in their organisation over the last three years are more likely to have completed data protection initiatives, connected systems initiatives, or intelligent automation initiatives, than those organisations that have witnessed a decline in that same time. As we all know, when it comes to connecting systems and therefore data, the buck stops at IT - although functions have their role to play. This insight gives IT the opportunity to correlate the success of their infrastructure and policies directly with the success of a company, thereby widening ITs role and accountability. It’s amazing what you can retrieve from the correct collaboration of data sources when you ask the right questions or join the correct dots so to speak. We produce so much data (and differing types), it’s a wonder we haven’t started ecological campaigns to reduce the data build up within our digital oceans for the good of all - digital data recycling - now, there’s a concept! We saw the rise of Big Data initiatives nearly a decade ago, which formed the precursor to AI and query-based predictive analytics that we know today. Although we create a staggering amount of disparate data, what exactly is generated, what do we really do with it and - more importantly from a business outcome point of view – what should you be focusing on to not just keep up with your business peers pouring good money after bad but to demonstrate value to the business? There are key initiatives that Data Leaders are forging ahead with now and recent analysis from Oracle has produced some very interesting statistics based upon the study of some of the data oceans that businesses have created, and where the Data Leaders and Data Laggards are on this sustainable data initiative for business growth. Highlighted within these statistics are meaningful ROI statistics that are drawn from real respondents of the analysis. Successful enterprises are data leaders: they do things differently and get better results and IT data leaders are 10 times more likely to feel confident in managing systems data than data laggards. Highlighted below are some of the generated statistics that demonstrate Data Leaders against Data Laggards in respect to their ability to manage their digital rivers for 5 areas of data creation: As you can see, the data laggards are simply not coping with the data growth! All roads lead to the IT department’s responsibility when discussing data and the management of, and this will only become more so with key strategic drivers on the board room table requiring more attention than ever to not just be about staying in the game but ahead of it!  This is where the Data Leaders focus is key and where the differentiator lies. If we drill down further look at more detail you can see why with more detailed responses highlighted later and where their priorities are prominent and which paid the most returns in respect to business growth. It’s not often you can relate business growth directly back to technical initiatives which makes the following insights valuable for IT Divisions looking to embark upon their digital strategies. As we all know this responsibility is with the IT Department and any proof points that demonstrate Correct Technical Initiative = Business Growth is welcome. So what are the key takeaways that can be derived from this information? Data Protection/Management/Security/Automation are key drivers for business growth for the leading organisations that have shown major growth over the last 3 years period! Moving more to an Autonomous state of being in respect to your IT estate is a critical capability for delivering complete insight and automating process – and business leaders can see it - 47% of organisations who have seen significant growth have completed intelligent automation initiatives, compared to 23% of those with marginal growth. It’s no surprise that solid analytics with cognitive abilities can demonstrate great returns for your technical investment, but if you link RPA, Data Protection and Management together with robust Security, you have a winning combination of IT services that provide amazing business growth. We all know many of the mainstream IT Strategies around today but they are here for good reason. Oracle have been evangelising about Adaptive Intelligence and Autonomous Databases for some time now and it seems to me that it’s easy to see why. The Autonomous Technologies they have invested heavily in are paying off for data leaders around the globe. I was fortunate enough to hear from Mark Hurd, Oracle CEO, when Mark presented his future vision of business growth with Autonomous products: Self-healing/patching databases that require less administration, less downtime together with rigid security that’s scalable. Organisations who have seen significant growth are twice as likely to have completed intelligent automation initiatives as those with marginal growth. The advantages of employing these initiatives are easy to see but at the time it seemed slightly farfetched, however having seen the statistics here and the strategy presented then, it’s a reality. Oracle, in my opinion, has been the sleeping dragon in the race for technology supremacy, watching, waiting and calculating the correct move to make. However, with the ever-increasing workloads together with the creation of industry data oceans we all have to swim in – doesn’t it make sense to automate, manage and secure effectively to allow for scale whilst requiring less administration, and resources? This does not necessarily mean removing the manpower and staff base from the IT Department, more like working smarter and more efficiently and not managing the huge amounts of data created across IT Systems that will get out of control as the statistics suggest. If you put this together with the recent Microsoft partnership too, there’s a lot of innovation coming out of Oracle and I’m looking forward to seeing further advancements that Oracle have in store.

Research shows that connected data and a successful company are directly related: Those organisations that have seen significant revenue growth (20%+) in their organisation over the last three years...


Is Finance still playing catch up to Big Data?

The 2008 financial crisis led to a shift in customers’ expectations and relationships to companies. No longer is it enough to sell quality products, these have to be delivered hand in hand with personalised and excellent customer services, everywhere, all the time. Finance and Supply chain offices, being less exposed to those frontline changes, have since been playing catch up to this seismic shift. It’s now time to show that they are equipped with the skills and technology to bring various sets of data together, with the help of automation, to deliver on their role as internal strategic consultant. Alex Doneth Dodds, programme lead at Oracle, says finance can step up its strategic game to match digital transformations in products and marketing. First, it must learn to re-love data. Customer-facing functions have spent a decade dealing with rapid and disruptive change. What journey have the ‘back office’ teams been on? For finance in particular, there has been a fundamental shift beyond managing raw numbers. Collecting, verifying and reporting numbers – often manually – used to be the core role of the finance team. But the complexity and the volume of data that is coming into finance now is growing exponentially and this is making things really difficult for finance leaders. Are some companies are in denial about this growth of complexity of data on the one hand, and inflated customer expectations on the other? Research suggests only 40% of finance leaders feel ‘quite comfortable’ with the amount of data they’re expected to manage. (Note that only 43% feel that the security they have within their organisation is also adequate. This suggests a degree of complacency given what we know about cyber threats…) Even for a finance team primarily focused on internal, transaction-related data, there are new challenges. The granularity of today’s data breaks a lot of old assumptions about what constitutes ‘good enough’. For finance leaders expected to provide compelling insights on the past, projections of future performance and contributions to growth – particularly around strategic decisions such as M&A – the gap is potentially wider. CFOs without the right support risk falling further behind as these expectations grow. Even on compliance and risk management – also ‘traditional’ finance deliverables – in-the-field-data is getting more complex. For example, IDC predicts that by 2022 digital risk will need to be a standard part of financial reporting. So even the ‘old’ roles are changing to adapt to new sources of data? Today, all that data, that finance insight, is being used to new ends, too – not just to optimise returns, but also shape the behaviour of people and transform culture. It’s not just cost-to-serve for digital versus offline, or even uncovering new potential revenue streams from digital channels; analysis can help leaders embrace disruption with confidence and accelerate innovation. CEOs expect this insight around customer behaviours; they want data-driven advice, not opinions; and they need increasingly accurate projections on future performance. We are working in an era where even the biggest brands have to embrace ‘the pivot’. But if finance is running to stand still on the basic data hygiene tasks, it’s going to struggle to bridge the gap between these critical needs and their capabilities. So if the CEO and the wider leadership team cannot rely on hard data to inform those radical decisions, there’s a problem, right? Agility backed by knowledge creates competitive advantage. Data is fuelling a new dialogue within companies, between companies and their stakeholders – especially customers – and beyond. Ultimately, finance is a language, and using the right language to describe new interactions is a must. Scottish Water – a market-leading supplier in the UK – is a great example. It’s a challenging, highly competitive, industry. So the team there looked at their business model, they looked at what insights do they actually get, and started to focus on articulating potential benefits to the consumer. That work has delivered an 85% drop in complaints and a 21% rise in customer satisfaction – just from using data to better understand what people want. Those customer insights clearly deliver top-line value, then. But even inside the finance team, new approaches powered by AI and cloud are delivering to the bottom line. One trend we’re seeing among the leading finance teams is automation. It’s compelling. Getting the basics delivered via robotic process automation (RPA) allows for a step change in efficiency and means finance staff can focus on delivering business and financial insights. APIs, which are one ingredient for better RPA, are developing into a whole ecosystem, building connections between organisations, standardising data and enhancing the finance function’s ability to deliver against this new promise. And as we create these much broader platforms – systems that are capable of generating and analysing data of every type – we also allow the same kind of analysis to pervade a variety of other functions. Where else can these technologies help companies speed up the strategy to execution time cycle? Supply chain management is an obvious candidate. Today’s supply chains are global, extended, must be flexible yet reliable – and without proper visibility can introduce huge risks into an organisation. Data-driven insights from a properly connected supply chain mean cost savings to boost the bottom line, better risk management and opening up a new strategic markets. So what’s holding up teams that are looking to catch up on exploiting data? One challenge for their leaders is visualising a strategic roadmap, given their need for agility and the effect of uncertainty. It can be hard to develop a fixed idea of the objective when so much is changing. Then legacy technology infrastructure and processes can block adoption of new approaches. If they feel even the early steps are tough because data is stuck in silos, or there’s an interoperability problem between systems, it’s hard to visualise the kind of automated, efficient, open platforms this future works on. Needless to say, there are ways to leapfrog some of the digital transformation challenges – not least by looking at well-established, secure cloud platforms that deliver precisely the kind of secure, flexible approach that’s required today. How will finance and other functions know when they’ve caught up? The ideal is enterprise-wide systems that are interoperable thanks to APIs and cloud availability; that can adapt to different data; and deliver the kind of holistic analytical insights that a single view of big data can bring. ‘Catching up’ means that different teams all operate at the same speed, with a shared view of the data. Then finance leaders can set teams free: automation of routine tasks allows them to focus on value-enhancing questions. When the CFO works in partnership with the CMO, for example, they can bring together different data sources to foster genuine innovation. When the CEO is turning to those finance and supply chain leaders as the first test of strategic decisions – and to generate new strategic directions – they’ll know they’re in good shape. They’ll have truly caught up with expectations that they should be a kind of hyper-informed internal consultant. We apply these same principles inside Oracle, too. Our teams use the same Oracle cloud capabilities as customers – and the kinds of automation that high transaction volumes demand so our finance leaders are able to offer precisely that kind of strategic support. Whether it’s dash-boarding capabilities to visualise real-time data, or applying machine learning to refine the automation of increasingly complex tasks, we know it works. [Embed video of Enzo and Maria: C2_FR_FINOP_FinanceJourneytothecloud_time_date]

The 2008 financial crisis led to a shift in customers’ expectations and relationships to companies. No longer is it enough to sell quality products, these have to be delivered hand in hand with...

Oracle Powers UAE’s Knowledge Economy Leader Vision at GITEX 2019

Highlighting the impact of latest digital solutions that will help the UAE achieve its National Vision of developing a ‘competitive knowledge economy’ in line with Vision 2021, will be the key focus for Oracle at GITEX Technology Week 2019. “The UAE’s leadership has laid down a clear vision to diversify and develop the country’s economy based on knowledge and innovation, and this is aptly supported with various initiatives like the Fourth Industrial Revolution Strategy”, said Abdul Rahman Al Thehaiban, Senior Vice President – Technology, MEA and CEE, Oracle. “Digital technologies are at heart of implementing this roadmap and at Oracle we are committed to continuously expand our infrastructure in the UAE, introduce latest digital innovations and help prepare a digital economy ready workforce to help the country achieve its strategic socio-economic objectives.” The World’s first Autonomous Cloud operating system; World’s #1 Suite of Cloud Native Artificial Intelligence and Machine Learning embedded intelligent applications; Unique Hybrid Cloud solutions; Enterprise Grade Digital Assistant Bot, and the World’s fastest Database Machine will highlight Oracle’s presence at GITEX Technology Week 2019. UAE and Middle East Companies are driving major business transformation with Oracle Cloud Dubai-headquartered Kentech Group, a 100-year-old family owned company that has now evolved into a $300m energy and industrial services provider has chosen Oracle cloud as part of its digital transformation journey and growth programme.  Damian O'Gara, Group IT Director at Kentech Group spoke on the sidelines of Oracle OpenWorld 2019, “Our financial, procurement and HR systems are all needed to be addressed in the cloud platform. We found that Oracle Fusion has richer features than Microsoft and met our requirements and standards.” The Middle East and North Africa (MENA) region’s leading FMCG company, Fine Hygienic Holding (FHH), has selected Oracle Cloud Applications to enhance operational efficiency, drive innovation and deliver exceptional employee engagement. “Fine Hygienic Holding is the region’s most recognized and trusted producer of hygienic solutions, serving customers across 75 different countries. Today we are growing at a rapid pace, but we remain focused on delivering agile, best-in-class solutions to our customers”, said James Michael Lafferty, CEO of Fine Hygienic Holding. “To efficiently predict and meet customer demands and achieve our business objectives, we selected Oracle to transform and automate our core business processes. Oracle Cloud Applications will help us achieve our goals by driving integration across our organization”. The GITEX Experience A completely redesigned exhibition area with specially designed interactive pods that are optimized for a quicker, attractive and engaging experience will welcome visitors to the Oracle booth in Hall 5 at GITEX Tech Week 2019. 

Highlighting the impact of latest digital solutions that will help the UAE achieve its National Vision of developing a ‘competitive knowledge economy’ in line with Vision 2021, will be the key focus...


Revealing Tomorrow’s Supply Chain

By 2023, at least half of large global companies will be using advanced analytics, artificial intelligence (AI) and Internet of Things (IoT) in their supply chains. That’s a scary number if you’re not one of them. But to efficiently and smoothly answer demanding customers, those technologies are not only a necessity, they also enable true versatility. Instead of struggling to bridge functions that are seemingly always rigid and disconnected, automation and other technologies are providing connections and coherence so that staff can focus on innovation. But, it’s business priorities that are driving adoption of these technologies. In the 1990s, most organizations’ focus was inside-out – making their own logistics more efficient. Now it’s outside-in, to flex around the customer, whether it’s a consumer or a B2B transaction. They want to understand what drives the various segments of their customer base and design supply chains accordingly. That’s not to say the hunt for internal efficiency isn’t still important. Far from it: if organizations want supply chains to be adaptable to changing customer behaviors, they need to move away from rigid, disconnected processes to an agile, connected, automated approach that also drives out cost. These must also integrate with functions such as finance (to give CFO visibility on performance and allow for strategic planning), marketing (to forecast and shape demand), operations and more. This is where an end-to-end supply chain management (SCM) solution comes in. And underpinning its effectiveness should be the cloud. On-premises solutions are much harder to integrate across functions, locations and supply chain partners. They also create more barriers to use of the emerging technologies reshaping transparent, agile and efficient supply chains. Here are three forces that make cloud-based supply chain transformation so compelling right now: Customers, robots and globalization The first is the fact that modern customers have different expectations than they did before the e-commerce era. Whether they’re buying online or ordering in bricks-and-mortar stores, consumers have come to expect they will be able to buy what they want, when they want it, in the quantities they need, no matter how or where the order is placed.  According to Kibo’s 2018 Consumer Trends Report, 40% of shoppers say taking more than two days for delivery would prevent them from making a purchase, while 63% expect delivery within three days as the standard. UPS’s research paints an even tougher picture: 64% of online shoppers it interviewed expect orders before 5pm to qualify for next-day delivery. To serve customers across multiple channels and fulfill orders quickly, supply chains need to be agile enough to change, as well as digitally connected from end-to-end.  For example, if a customer places an order online, the retailer must quickly determine how to fulfill the order. This means locating inventory – which could be in a distribution center or retail store hundreds of miles from the customer – and knowing exactly how picking, packing and shipment will execute so they can tell the customer when it will arrive. Connected applications, such as order management, inventory and logistics, provide that level of visibility and agility. Secondly, automation is changing the game. The first wave of automation dates back 15 years or more, and was about replacing expensive resources with software agents and robots. The current wave is about developing resource that isn’t there – new capabilities that actually transform key processes in the supply chain. We’re still some years away from fully automated delivery trucks and last-mile drones. But cutting edge solutions are already revolutionizing warehouse robotics; and customer chatbots are shifting automation at the front end. It’s reckoned about 85% of companies’ interactions with their customers will be automated eventually. But even in less futuristic settings, automation is taking on manual transaction processes as AI and machine learning become commoditized. For example, warehouse automation enables cost-effective fulfilment of highly variable orders by reducing errors and speeding up the fulfilment process, making personal service at-scale possible. The results could impress even the most demanding CFO. Brazilian footwear retailer Paqueta, for example, reduced inventory levels 25% in one year after rolling out more integrated merchandise planning systems. But to optimize this level of automation, partners up and down the supply chain must be able to communicate in real time – something that on-premises SCM systems struggle to support. There also needs to be a huge focus on developing insight from data – one commodity that supply chains already generate in huge quantities. That data flow will become much bigger as the Internet of Things raises supply chain connectivity to a new level. The third trend affecting supply chains is the need to extend them across geographic locations. Again, while this trend has been visible for some time through globalization and specialization, the constant evolution of external factors and new customer demands makes it ripe for transformation using hyper-connected digital services. And while managing global operations has always been incredibly complex, the finer tolerances of modern supply chains and need for agility is making it more so. Regulatory changes are constant, as is political instability, together with fluctuating market factors such as monetary exchange rates, raw material shortages and rising oil prices. Regulators expect proper customs documentation to be prepared and tariffs to be paid, while customers expect sellers to meet their requirements regardless of unplanned supply chain disruptions. On-premises applications don’t support the necessary ability to dynamically reconfigure processes or achieve comprehensive visibility and granular control of global inventory. They also lack predictive analytics that use technologies like AI to model multiple logistics scenarios, so businesses can effectively adapt to unexpected disruptions. Cloud solutions: Consolidated planning, visibility and control The bottom line is that integrated, end-to-end cloud solutions can make supply chains faster and smarter, as well as more agile. They’re much more resilient and adaptive because planning, visibility, and control are integrated instead of operating in isolation. And cloud makes it easy to scale by adding new users, creating new value chains – and innovating with technologies as they emerge. We’re now starting to see practical applications of blockchain, with for example, CargoSmart  developing intelligent track-and-trace in shipping to slash time spent on paperwork by 65%. IoT adoption is also reaching critical mass. Cloud-based systems and IoT sensor data can create virtual representations of the physical world to track shipments, monitor the condition of sensitive cargo or even check on the quality of baked products rolling off a production line. Crucially, you don’t need to be a data scientist or an IT specialist to exploit these capabilities. Many are embedded in the applications themselves – and with cloud based systems, new reporting capabilities or tools to support faster, better decision-making can be rolled out painlessly. Whether it’s evolving customer demands, the need to explore game-changing automation technology or the hunt for global growth, cloud-based SCM systems have become a compelling solution.

By 2023, at least half of large global companies will be using advanced analytics, artificial intelligence (AI) and Internet of Things (IoT) in their supply chains. That’s a scary number if you’re not...


How Does the Data Economy Drive the Experience Economy?

The term ‘Experience Economy’ was actually coined way back in 1998. B. Joseph Pine II and James H. Gilmore needed a way to describe the shift from selling products and services to creating memorable events for customers. But it would be twenty years before the Experience Economy really took off. Why? Because people now expect personalised experiences, thanks to the growth of the digital world. And it’s only recently that marketers have gained the data and computing power to deliver them. Just 10 years ago, the success of Spotify, Netflix and other service-based businesses wasn’t possible. These companies haven’t rocketed to success because they offer something new –music and video streaming has been around for years. What they have done is set themselves apart by delivering an experience built entirely around customer understanding. If personalised experiences are about connecting data, then data is the building block of the Experience Economy. Many marketing leaders are gaining an edge over the competition by harnessing data and using it to find new, innovative ways to appeal to their audience.  Personalisation is the new normal Marketers are rethinking the way they measure success. KPIs are shifting from short-term objectives (like reach) to long term goals, like customer satisfaction and retention. Data quality is important too, as the best customer experiences are often built on reliable, real-time information, shared smoothly between different systems. The Economist gives us a good example of this. The publication adopted Oracle Marketing Cloud to shift from mass communication to more tailored, one-to-one interactions. It used data to personalise the customer experience across channels, managing to increase its brand awareness by 64% in the US – and its consideration by 22% in both the US and UK.  Meanwhile, in India, Adidas is using customer data to deliver great cross-channel campaigns. Using Marketing Cloud, the sports heavyweight now has more consistency across its marketing channels, helping it to better engage with audiences no matter the channel they use. The journey is worth the effort These companies are already taking a data-driven approach to thrive in the Experience Economy. But many are just getting started. Plenty of marketers know they need to use data to improve their campaigns, but the volume and variety of data they collect is daunting. Plus they may have old systems and growing pressure to deliver on multiple fronts at the same time. They don’t feel they have the time or capabilities to take advantage of the goldmine they know they’re sitting on. Putting an innovation strategy in place can be an ideal starting point. Those companies that do tend to see a spike in their ability to innovate and delight customers. Our research reveals that 68% of marketing decision-makers say disruptive innovation – including enhancements to the customer experience – plays a significant role in their organisation. And of these, 69% report significant or strong growth. We’ve seen a clear correlation between data-driven approaches and customer success. Of course, that doesn’t mean it’s easy to create an environment where data and innovation work together for better customer experiences. But those businesses that take up the challenge can quickly set themselves apart. Read our report to learn more about how data is fuelling today’s Experience Economy, and see how an innovation strategy can help you thrive in the era of mass personalisation.

The term ‘Experience Economy’ was actually coinedway back in 1998. B. Joseph Pine II and James H. Gilmore needed a way to describe the shift from selling products and services to creating memorable...


You can’t fake it til you make it.

When it comes to crucial Finance data, there is no way to “fake it ‘til you make it”. A bit of swagger might help your sales team land a deal, but it doesn’t get products or services delivered to your customers on time. Accurate information is the bread and butter of a successful organization, but our research reveals companies are still not investing in the tools or skills to manage their data effectively. This lack of confidence in the accuracy, safety, and management of information has ripple effects across every department, impacting their ability to deliver on strategic objectives. Just 34% of Finance professionals believe their data is completely manageable, according to Oracle research. This should be a sobering statistic for any business leader, particularly as data plays a growing role in how their company operates. According to Accenture, 77% of CFOs say it is their responsibility to drive company-wide transformation, and a similar percentage expect they will play a growing role in driving their organization’s digital initiatives. How can they deliver on this expectation when less than half feel confident in their ability to manage data? The imperative to get more strategic with data goes beyond driving growth. According to consulting firm RSM, the UK’s Financial Conduct Authority recorded 819 cyber-crime incidents in 2018, a thousand percent increase from 2017. Even taking into account the added attention governments have dedicated to detecting cyber threats these past years, it’s clear that data security will only become a bigger concern, and that attacks will become more complex. With so much to gain from effective data management, what’s standing in the way for so many organizations? The issue is less down to quantity as it is to quality. Most modern finance systems can handle large volumes of information, but when talking about the deluge of data today, we are referring to the challenge of turning relevant information into valuable insight quickly.   A company-wide data strategy One of the biggest barriers to getting a grip on data is a lack of clarity over who is responsible for managing it in the first place. From Finance, to HR, to Marketing teams, less than half of respondents to Oracle’s survey say they are accountable for their data. In most companies, the task still falls to the IT department. This approach is not only outdated, it is detrimental to a business’s success.   The concept of a company-wide data strategy is still quite new, especially in established organizations that have been operating under a siloed model for decades. As a result, key departments are not accepting responsibility for managing their data, even as it becomes more integral to their daily operations. To catch up with reality, companies need to adopt a common data protocol running across their organization. This is the key to gaining the elusive “single source of truth” that has become so crucial to business success. Shared accountability and an open flow of information between departments will only grow in importance as companies adopt technologies like Artificial Intelligence (AI), Machine Learning, and Blockchain to enhance their services. These innovations are all fuelled by data, and the quality of their output is directly proportional to the quality of information that is fed into them. The same goes for automation and autonomous systems, which are extremely attractive to Finance and Supply Chain leaders who want to reduce their team’s administrative burden and dedicate more time to the supporting the company’s strategic priorities. Autonomous systems have already delivered major improvements in terms of time and cost-savings for a number of business, but underlying each of these success stories is a unified approach to data management and a clear innovation strategy. Bringing structure to innovation It’s worth emphasizing the importance of an innovation strategy. Just as many businesses struggle to bring structure to their data management, they also need more vigour in their approach to innovation. It’s not enough to invest in new technologies and expect improvement; companies need a clear path and processes to innovate successfully, one that is built on the ability to track, measure, and manage data. This is easier said than done, and it would be naïve to say the journey is not without its challenges. But it also pays off for businesses that get the process right. Companies with an innovation strategy in place are more likely to get new products and services out to market successfully. Take Arcadis, one of the world’s leading design and consultancy firms for natural and built assets. The company employs 27,000 people in more than 70 countries and generates €3.3 billion in revenues, but to adapt to evolving needs within its organization, Arcadis realized it needed to streamline its front and back office processes. As part of a wider digital transformation initiative called The Arcadis Way¸ the firm adopted a suite of Oracle Cloud solutions to harmonize its global operation and gain more insight from its data. As Arcadis CIO, Gerard Sans, points out, the company’s aim is to have its 27,000 people working in a systematic way with clients around the world. “That is only possible if we have a uniform and easy-to-manage backbone across our organization,” he says. “The suite of Oracle Cloud services provides us with insight into our data and business performance required to optimize and integrate our critical business processes”. Niall Dore, CFO of Red Group sings a similar tune. For him, getting more value from data comes down to three focus areas: process improvement through machine learning, training teams to extract value from data, and using this information in real-time to make critical business decisions. Crucially, the foundation for all these strategies is a robust approach to data management behind the scenes. The business of tomorrow is built on trust, not just from customers but also internally. Finance leaders need to trust they are making decisions based on accurate information, and that begins by turning data management from a burden into a strategic differentiator.

When it comes to crucial Finance data, there is no way to “fake it ‘til you make it”. A bit of swagger might help your sales team land a deal, but it doesn’t get products or services delivered to your...


How HR is leaping ahead by future proofing talent

Organisations have been going through “HR transformation” for over 20 years now. And that’s a good thing, because it means HR is never static and rigid. But it also means that HR is constantly adjusting to external circumstances, reacting to business requirements, and not strategically inputting from a talent perspective into guiding the business. How can we get HR to accelerate past this stage? By addressing the elephant in the room : productivity is the number 1 business priority but talent and culture are at the bottom of the league table, where people are seen as a cost as opposed to an investment By improving what’s holding HR back : data management and labour intensive tasks By future proofing talent: HR would effectively future proof itself “HR leaping ahead…” of anything might be a headline met with scepticism, considering the corporate world’s oft-stated concern surrounding HR’s impact and value creation. One factor in being sceptical about HR, (despite being in its 20th year of transformation), is the productivity “equation” is unanswered. Flatlined growth appears to be more about an over-obsession towards automation/machine development, yet those wiser-of-mind will say this is an under-obsession for the power in people, sometimes in individuals. Jonny Ives’ recent departure from Apple being a point in case: his designs created new product lines and gave the corporation its place in consumer electronics. Paul Polman’s work as CEO of Unilever was more than a vision but it has set a new bar for conscious organisations who are pro-profit and who have ecological and societal delivery to match. So is the continued scepticism about HR well founded? Not with the latest Oracle research in mind. The research identified that there are some very simple solutions to ensure talent is “future ready” and optimised alongside dynamic, enabling systems and processes.  Which shows less about any more HR oversight needed and more about other business leaders missing this key link between talented people and the improvement of business productivity. If HR is to leap ahead in this area, how can we turn business sceptics into supporters of HR? Simple – Use Data that proves this “talent hypothesis” and showcase it to those who doubt. The research’s headlines for HR to broadcast are: 1. If you want to improve growth, don’t ignore your culture 39% of organisations who have seen significant growth have completed innovation culture initiatives, compared to 20% of those with marginal growth 2. Issues with people are often the barrier holding back growth 27% of decision-makers say the main barrier that stops new products, services and customer experiences from reaching the market is that there is a lack of leadership 3. Businesses whose talent is agile are growing faster 34% of organisations who have seen significant growth have completed agile talent redeployment initiatives, compared to 17% of those with marginal growth 4. The biggest struggle for HR leaders is helping talent be more agile. The gap between desire and reality is huge for HR decision-makers 73% say that talent agility is a priority, but only 30% have achieved this 72% say that giving employees access to the data is much needed, but only 35% have done so This feels like a straightforward business case that should need no further justification. Good work, from talented individuals in their businesses, equates to creative gains and adaptability that delivers competitive advantage and productivity. That talent relies on recognition and needs to be invested in, with flexible working conditions. That talent also needs to be at the tip of the fingers of any HR team who know where it is and how to best grow it. The data shows this will deliver growth and innovation across the organisation. It’s time to unleash HR to deliver on that proposition.

Organisations have been going through “HR transformation” for over 20 years now. And that’s a good thing, because it means HR is never static and rigid. But it also means that HR is constantly...

Oracle Middle East

Why self-driving isn’t just for cars

The beauty of self-driving cars is that they take you where you want to go while you sit back and enjoy the ride, or use the time to work on other things. Meanwhile, the car’s systems are speaking to each other behind the scenes, ensuring you avoid obstacles, observe all the necessary traffic laws, and take the shortest path to your destination. Connected enterprises are now moving in the same direction. Powered by autonomous technologies, systems and applications speak with each other to manage everyday tasks while employees are left to focus on higher-value work. We are quickly moving towards the era where an organization’s systems are self-driving in their own right. Instead of spending resources managing databases, reconciling sheets, building queries or waiting for data to update, teams will be able to “take their hands of the wheel” and support other lines of business with strategic endeavors. What does this look like in practice? It’s a fair question in these early days of autonomous technology. Here is a sneak peek at the business of the future, including one example of a company that has already adopted autonomous systems to pull ahead of the competition. Optimizing your path Just like traffic is a headache while driving, bottlenecks are the ultimate time-waster for businesses. Whether it’s disjointed processes, a lack of alignment between teams, or simply the need to manually reconcile endless spreadsheets, even the smallest inefficiency can lead to significant costs and time wasted. Especially as more businesses rely on data collection and analysis to inform their operations. Today, the increasingly powerful mix of AI, cloud-based systems, and powerful computing capabilities have made machines capable of taking on tasks that were previously impossible without human involvement. Machine-learning algorithms can make judgment calls, sense people’s emotions, and apply common sense to their decision-making. Meanwhile, businesses operating in the autonomous cloud have live access to data from all the other databases running on the same platform, providing them with more insight to help streamline their operation. In the case of Agea, one of Argentina’s leading media companies, the Oracle Autonomous Data Warehouse has allowed the organization to drastically reduce the burden of hardware and software maintenance. Instead of having to interrupt its operations each time, Agea has left its database maintenance to Oracle, which means its IT and business teams can shift their attention to new business opportunities, by spending more time and resource on actual analysis. Pre-empting roadblocks All self-driving cars use some form of automated GPS to navigate roads. Similarly, autonomous systems will help businesses to navigate unfamiliar territory. Whether they are looking to expand into new markets or launch a new product or service, the autonomous enterprise will make the best possible decisions about how to proceed based on historical data, current activity across the organization, and how the market is likely to evolve. This goes beyond simply learning from the past to make a best-possible guess about the future. It’s about continuously collecting data, analyzing it, and refining the entire business’ path based on real-time conditions. In other words, it’s like having Waze or Google Maps integrated at all levels of decision-making so that you minimize your chance of running into roadblocks. Safety first One of the major selling points of self-driving cars is that they’re expected to be safer. Even if there have been some incidents with autonomous vehicles to date, human error remains the primary cause of automobile accidents. The same goes for businesses. By some estimates, more than half of data breaches in large companies are down to human error. Often, the breaches are not intentional, which makes them even harder to spot or address in time. Machine-learning algorithms embedded in the autonomous enterprise will become increasingly powerful and knowledgeable about how to identify threats, alerting the business of potential issues more quickly even as hackers’ methods become more advanced. These features of autonomous systems are also invaluable from a compliance standpoint, particularly in the age of GDPR and with governments doubling down on data protection regulation. Businesses will only collect more information through more channels, making the job of managing and tracking all this data increasingly complex. No human being can handle the task, and even the need to constantly patch and update systems means companies are playing catch-up rather than pre-empting the threat. Autonomous systems running on the cloud bring all of the organization’s systems and data together onto a central platform, so that information is visible across teams at all times. All of this brings us back to one of the biggest benefits today’s autonomous transformation, which is that with their hands off the wheel of their software, business users can take their eyes off road and look for new avenues for growth. Agility is one of the hallmarks of a successful organization in the digital age, as is the ability to change directions quickly. With autonomous databases ensuring that real time and trustworthy data is available, employees can confidently spend more time exploring alternate routes to differentiation. This final point is crucial. Speed will always be essential in a cutthroat market, but there will only be more companies racing each other to deliver their products and services and win customers’ attention. This focus on being comes at the expense of innovation and differentiation, which is what customers crave. The beauty of the autonomous enterprise is that it will be able to move quickly and confidently, while also being ready at any given moment to take the road less travelled and set itself apart.  

The beauty of self-driving cars is that they take you where you want to go while you sit back and enjoy the ride, or use the time to work on other things. Meanwhile, the car’s systems are speaking to...


بناء مستوى أعلى من الثقة في البيانات

بإمكانك بناء مستوى أعلى من الثقة في بياناتك - ولكن فقط إذا كان بإمكان المؤسسة جمع البيانات وهيكلتها وتحليلها وحمايتها بالطرق السليمة، وبالاستعانة بالأدوات الصحيحة. تنجح منظومات التوريد الحديثة في الدمج بين عدد من العوامل ذات الصّلة (والأخطاء البشرية) في الأنظمة الذكية، والتي تشمل مقاييس الأعمال وبيانات أداء استدامة الموردين وحتى حقوق الملكية الفكرية. لذلك يجب أن تُبنى الأنظمة والبيانات على عاملَين مهميَن وهما إمكانية الوصول الآمن لها والثقة العالية بها. وبحلول العام 2022، سيتكبّد العالم خسائر فادحة تصل إلى 8 تريليون دولار من جراء الجرائم الإلكترونية. وفي ضوء هذه الإحصاءات، فإن حماية البيانات أصبحت أمرًا ملحًا. تتميّز الأنظمة التي تعتمد على التكنولوجيا السحابية بأنها تدعم المؤسسات بأفضل نظام حماية من نوعه ضد المخترقين والأخطاء البشرية. كما أنها توفر ميزات إدارة الوصول لها وأذونات رؤية البيانات عبر مستويات عديدة. ويتسم بعض هذه الأنظمة بالإصلاح الذاتي، مما يحد من الثغرات الأمنية لضمان دقة البيانات والتحليل. يجد العديد من المؤسسات حلولاً تكنولوجية قادرة على معالجة المشكلات والتحديات الأمنية المالية. على سبيل المثال، تساعد ميكنة العمليات الروبوتية على الاستغناء عن الكوادر في الإدارات المالية وغيرها - إذ يتم تنفيذ مهام روتينية ولكن مهمة بكفاءة ودقة لا يمكن للبشر تحقيقها. ومن المزايا الأخرى أيضًا هي قدرة الذكاء الاصطناعي على تطوير خوارزميات لرصد الاستثناءات ومؤشرات التزوير. الاستدامة، والتنوّع، وخصوصية البيانات، وأخلاقيات منظومات التوريد – تساهم جميع هذه الأنواع من المقاييس في تحديد علاقات العملاء والموظفين. وهي تخضع بشكل متزايد لعمليات تسجيل تنظيمية. ففي المملكة المتحدة على سبيل المثال، يتعيّن على معظم المؤسسات الكبيرة رفع تقرير حول الفجوة في الأجور بين الجنسين.  وقد يكون من المفيد أيضًا توفير ‘شفافية مدارة’ عن الأداء للموظفين. على المؤسسات أن تكون قادرة على تقديم ضمانات—ونُسخ احتياطية للبيانات—بشأن هذه المقاييس غير المالية. يعمل الجيل الجديد من التكنولوجيات على دفع حدود مفهوم "الشفافية الموثوقة" إلى آفاق جديدة. على سبيل المثال، توفر البلوك تشين طرقًا جديدة لتقديم إدارة معاملات فورية وعالية الأمان لإنشاء سجل عام وغير قابل للتغيير يجمع بين كافة الأطراف. ويهتم كل من الأطراف المعنية، مثل الموظفين والعملاء والموردين والشركاء، بمجموعة معيّنة من المقاييس الجديدة، بدءًا من جودة خط الاتصال الساخن للإبلاغ على المخالفات ووصولاً إلى منشأ المواد البلاستيكية المستخَدمة في العبوات والتغليف. وسوف يستفيد قادة الأعمال الأذكياء من التكنولوجيا السحابية المرنة المصَممة لجمع مثل هذه البيانات بدون بذل أي جهد (وبشكل آمن). . اكتشف كيف ينظر قادة الأعمال الدوليون الآخرون إلى حماية البيانات وموثوقيتها في تقريرنا

بإمكانك بناء مستوى أعلى من الثقة في بياناتك - ولكن فقط إذا كان بإمكان المؤسسة جمع البيانات وهيكلتها وتحليلها وحمايتها بالطرق السليمة، وبالاستعانة بالأدوات الصحيحة. تنجح منظومات التوريد الحديثة في...


Building greater trust in your data

Yes, you can build better trust in your data —but only if the organization can collect, structure, analyze and protect data in the right ways with the right tools. Modern supply chains integrate a host of related parties (and human error) into knowledge systems, which include business metrics, supplier sustainability performance data, and even intellectual property (IP). This is why systems and data must be built around secure access and verifiable trust. By 2022, cybercrime will cost global business $8 trillion. In the face of stats like these, data security is mission critical. Cloud-based systems offer organisations best-in-class security against hackers and human error. They provide managed access and tiered visibility permissions. Some are also self-patching, minimising security holes to ensuring data and analysis is on the money. Many organisations find solutions to finance security issues in technology. For example, robotic process automation helps lift the load for talent in finance functions and beyond – doing dull-but-crucial jobs with an efficiency and accuracy no human could offer.  An added benefit, AI can develop algorithms to spot exceptions and signs of fraud. Sustainability, diversity, data privacy and supply chain ethics – these kind of metrics now help define customer and employee relationships. Increasingly, they are also subject to regulatory filings. In the UK, for example, most large companies must report on gender pay gap.  Offering employees ‘managed transparency’ on performance might also be beneficial. Businesses need to be able to offer assurances—and data backup—on these non-financial metrics. The next generation of technologies already takes this concept of ‘confident transparency’ even further. Blockchain, for example, provides new ways of offering real-time, highly secure transaction management to create a common and unchangeable record for all parties. Each stakeholder—employee, customer, supplier, partner—has specific interest in a range of new metrics, from the quality of the whistleblower hotline to the provenance of the plastics in packaging. Smart business leaders will take advantage of agile cloud technology designed to help gather this data as effortlessly (and securely) as possible. Check out how other global finance leaders view data security and reliability in our report. 

Yes, you can build better trust in your data —but only if the organization can collect, structure, analyze and protect data in the right ways with the right tools. Modern supply chains integrate a...

حماية البيانات ليست مشكلتي

في حالة حدوث اختراق للبيانات، فقد يكون دور التسويق هو الأهم، على نحو مثير للجدل. وتُعتبر السرعة والتواصل أمورًا ذات أهمية خاصة. فمجرد دقائق قد ينتج عنها خسارة مؤسستك لملايين الدولارات. وللابتعاد عن ذلك، يجب على مسؤولي التسويق تقييم جميع نقاط الاتصال بالعملاء بدقّة، والتعاون مع قسم تكنولوجيا المعلومات لضمان تجميع البيانات وتحليلها وتخزينها بشكل آمن في كل خطوة.  وعندئذٍ، يمكن لمسؤولي التسويق الحدّ من احتمالية اختراق البيانات، فضلاً عن تعزيز الثقة داخل المؤسسة وخارجها. هل تظن أن اختراق البيانات أو الهجوم الأمني هو من مسؤوليات قسم تكنولوجيا المعلومات وحده؟ فكّر مجددًا. تُعدّ حماية البيانات مسؤولية الجميع، ومن المُهم أن تعرف ما ينبغي عليك فعله حين يحدث اختراق لها، بصرف النظر عن دورك في المؤسسة. وبالنسبة للتسويق على وجه الخصوص، من المحتمل أن يصبح هذا المجال أكثر تحديًا. يُدرك المستهلكون تدريجيًا تأثير الأنظمة الرقمية والحوسبة السحابية على خصوصية بياناتهم، والتي يُحتمل أن تُسهّل الطريق على المخترقين للوصول إلى المعلومات، إذا لم تكن محمية بالشكل الصحيح. هذا الوعي المتزايد، والذي تعززه القصص المعتادة لملايين الأشخاص الذين كُشفت تفاصيلهم الشخصية، يعني أنه يجب على قادة التسويق العمل بجدّ أكبر لإقناع العملاء بأنهم محل ثقة لائتمانهم على بياناتهم الثمينة. ومن نقاط البدء الجيّدة إجراء تقييم دقيق لجميع نقاط الاتصال ضمن اكتساب العملاء والاحتفاظ بهم، لضمان خلوّها من أي احتمالات اختراق وتطبيق مستويات حماية البيانات الملائمة. كما يحتاج كبار مسؤولي التسويق أيضًا للتعاون الحثيث مع نظرائهم بقسم تكنولوجيا المعلومات، بهدف التأكد من أن كل خطوة في عمليات تجميع البيانات وتحليلها وتخزينها محمية وآمنة، الأمر الذي يقلّص خطر التعرّض للهجمات الإلكترونية إلى أدنى مستوى. وبافتراض أن أسوأ الأمور قد حدثت، ووقعت مؤسستك ضحية هجمة إلكترونية ما، فيجب على مسؤولي التسويق صبّ تركيزهم على تقليل الأضرار في المقام الأول، وإبلاغ العملاء والأطراف المعنية بكل وضوح وبسرعة بأنهم قد يتأثرون بما حدث، وبالإجراءات التي ستتخذها المؤسسة لتحسين حماية البيانات من الآن فصاعدًا. لذا، عليك تخزين كل تلك الأسماء والأرقام وعناوين البريد الإلكتروني الموجودة في ملفات جهات الاتصال الخاصة بمؤسستك، بشكل آمن، وإدارتها بنفس الطريق التي تتعامل بها مع بيانات العملاء بالضبط. كما يجب على أي فرد يختار المشاركة أن يمنح موافقته الحرة، إذ لم تعد مربعات اختيار الرفض مقبولة بعد الآن. كما عليك إبلاغ العملاء بكيفية استخدام بياناتهم، والمدة التي تخطط للاحتفاظ بها خلالها، وعما إذا كانت ستتم مشاركتها. وباتخاذ تلك الخطوات، فإنك تحمي جميع عملائك وجهات الاتصال الخاصة بك وبيانات المؤسسة. ويمكن لمسؤولي التسويق مساعدة مؤسستهم في تجنّب ظهور اسمها في الأخبار المحرجة، وتسديد الغرامات الباهظة، وتضرّر العلاقات مع العملاء. لمعرفة المزيد عن قادة المؤسسات المهتمين بحماية البيانات، اقرأ تقريرنا هنا.

في حالة حدوث اختراق للبيانات، فقد يكون دور التسويق هو الأهم، على نحو مثير للجدل. وتُعتبر السرعة والتواصل أمورًا ذات أهمية خاصة. فمجرد دقائق قد ينتج عنها خسارة مؤسستك لملايين الدولارات. وللابتعاد عن...

Data security is not my problem

In the event of a data breach, the role of marketing could be arguably the most important. Speed and communication are of critical importance, as minutes could result in millions of dollars lost for your business. To avoid this, marketeers need to thoroughly assess all customer touch points and work with IT to ensure data is collected, analyzed and stored securely at every step.  In doing so, marketeers can mitigate the likelihood of a data breach and increase trust inside and outside the organization. Think a data breach or security attack is the sole responsibility of the IT department? Think again. Data security is everybody’s concern, and it’s important you know what to do when a security breach occurs, whatever your role in the business. For marketing in particular, this area is likely to become more challenging. Consumers are gradually becoming more aware of the impact that digital systems and cloud computing have on their data privacy, potentially making it easier for hackers to access information if it is not locked down properly. This heightened awareness, exacerbated by regular stories of millions more people having their personal details exposed, means marketing leaders need to work even harder to convince their customers they can be trusted with their precious data. A good starting point is to carry out a thorough assessment of all touch points within customer acquisition and retention, ensuring they are free from vulnerabilities and apply the proper levels of data protection. CMOs also need to work closely with their IT counterparts, to check that every step in the data collection, analysis and storage process is secure, minimising the risk of cyber-attack. If the worst does happen and your organisation becomes victim of an attack, marketeers need to focus on damage limitation at the frontline, informing customers and other stakeholders clearly and swiftly about how they might be affected and what the business is doing to improve security going forwards. So all those names, numbers and email addresses you have on file of your business contacts need to be securely stored and managed in exactly the same way you deal with customer data. Consent must be freely given by an individual opting in – the opt-out tick boxes of old are no longer acceptable – and you need to inform customers how you are using their data, how long you plan to retain it for, and if it will be shared. By taking these steps to protect all your customers and contacts, and lock down company data, marketers can help their company avoid embarrassing headlines, steep fines and damaged customer relations. To find out more about business leaders are looking at data security, check out our report here.

In the event of a data breach, the role of marketing could be arguably the most important. Speed and communication are of critical importance, as minutes could result in millions of dollars lost for...

Autonomous – The Innovation Game Changer

Abdul Rahman Al Thehaiban, Senior Vice President – Technology, MEA & CEE Region, Oracle Whether it is speeding up your next rental car order or supporting an educational institution deliver 21stCentury ready education – Autonomous solutions can be a game changer at any company or institution tackling the on-going need for innovation. Remember the last time you landed safely at your holiday destination, picked up your luggage and pictured yourself diving into the sea until you got stuck in the car rental counter queue? Luckily, some car hire firms such as Hertz are now working hard to speed up their data collection to avoid spoiling your good mood on your next holiday or business trip. Hertz was among the first companies to introduce Oracle's fully Autonomous Database to tackle constantly rising data volumes, and ultimately cutting customers waiting times. Using Artificial Intelligence, the cloud service dramatically cut the time Hertz needs to get large data collections up and running, says Benjamin Arnulf, director of business intelligence and analytics at Hertz. "For us it is a big revolution." While in the past Hertz's IT unit needed weeks to get a new database approved, installed and fine-tuned, it can now set up projects within minutes, Arnulf says. What particularly impressed him was that the Autonomous Databases "can take different types and sizes of analytic workloads and get better performance without any fine-tuning on our side,” he says. Typical case of machines replacing people you may think. Not quite. Autonomous Databases are more about transforming the data business, while redefining the role that database analysts (DBAs) have played, instead of making them obsolete: it frees up your staff from generic operational tasks that can be monotonous and an ordeal when approval processes drag on too long. Autonomous Databases are like smart ‘co-workers’ who leave you more time to focus on innovation, no matter if you want to drive growth at a small business with a few dozen employees or if you are a large educational institution keen on delivering paperless education to thousands of students as in the case of Umm Al Qura University.  Based in Saudi Arabia, Umm Al Qura University receives nearly 35,000 applications for its Bachelors’ Degree program and over 50,000 applications across all degree programs.  The University aims to be featured amongst the world’s top educational institutions and has chosen Oracle Autonomous Database to help achieve this objective. This implementation will now allow the University to offer 200 online services with an aim for everyone including tutors, researchers and students to complete all tasks from their home or office and come to the University only for in person classes or to write exams. Umm Al Qura University is also planning to introduce programs in digital skills across emerging technologies like Artificial Intelligence for students from various disciplines to help prepare the country’s next gen workforce. While delivering paperless education isn't most people's daily business, Autonomous Database can boost innovation at any organisation as it frees up IT departments, avoids human error and makes data collection more secure. And don't forget: It may even get you your next rental car quicker, raising the chances of your next holiday coming off to a good start.    

Abdul Rahman Al Thehaiban, Senior Vice President – Technology, MEA & CEE Region, Oracle Whether it is speeding up your next rental car order or supporting an educational institution deliver 21stCentury...


ابتكر نموذج بيانات يلبّي احتياجاتك

عندما يربح جميع الأطراف تتحقق المعادلة المثالية: وهذا ما نجحت في تحقيقه منظمة إطعام خيرية في ألمانيا انتقلت بأعمالها إلى التكنولوجيا السحابية بينما واصلت رد الجميل إلى المجتمع. وفي حين قد يُعدُّ هذا سابقة بالنسبة للمنظمات غير الحكومية الأخرى، إلا أنه يتوجّب على أي مؤسسة – كبيرة كانت أم صغيرة – إيجاد نموذج البيانات الخاص بها وضمان توافر العناصر الثلاثة في أصولها وهي الجاهزية والموثوقية والحماية. تمتلك المؤسسات حاليًا كمًا كبيرًا من البيانات، أكثر من أي وقت مضى. وينطبق ذلك على المؤسسات الكبرى والصغرى على حدٍ سواء. على سبيل المثال، المنظمة الخيرية الألمانية Tafel Leipzig والتي تأسست منذ أكثر من 20 عامًا كمنظمة غير حكومية صغيرة، وهي اليوم توزّع تبرعات طعام لما يصل إلى 15 ألف شخص شهريًا. تقع المنظمة في مدينة لايبزيغ الألمانية وتوفر خدماتها للأشخاص العاطلين عن العمل أو المشردين. كما تضم قاعدتها عددًا متزايدًا من الأشخاص ذوي الدخل المحدود والآباء والأمهات العازبين والمتقاعدين وحتى الطلاب. وفي ضوء ارتفاع أعداد الأشخاص المستفيدين، تم تدشين المزيد من نقاط التوزيع وترسيخ الالتزام بالقانون الأوروبي العام لحماية البيانات (GDPR). وحينها قررت المنظمة أن الوقت قد حان للتخلي عن جداول بيانات Excel المُدارة يدويًا. وبدلاً من ذلك، تم نقل بيانات المستفيدين والموردين إلى نظام أكثر أمانًا وموثوقية تَمثّل في حل مبتكَر قائم على التكنولوجيا السحابية. وبينما يساعد هذا الانتقال Tafel Leipzig على الالتزام بقواعد حماية البيانات، فهو يدعم في الوقت نفسه تعزيز إنتاجيتها. وتعليقاً على هذه الخطوة، قال فيرنر فيمر، الرئيس التنفيذي للمنظمة: "يساعدنا ذلك على خدمة المزيد من الأشخاص المحتاجين وتوزيع الطعام الذي كان سيتم إهداره." تتقاسم المؤسسات أهدافًا مشتركة عند التعامل مع البيانات، وأبرزها حمايتها. ففي حالة فقدان البيانات أو اختراقها، تصبح أصول تكنولوجيا المعلومات ضمن التزامات المؤسسة، لا سيّما مع استمرار ارتفاع متوسط التكلفة الناجمة عن انتهاكات البيانات أو عدم الامتثال في كل عام. ومع ذلك، فإن انتقال أنظمة المعلومات الخاص بمؤسستك إلى خدمات التكنولوجيا السحابية يدعم حماية البيانات الحساسة والعمليات الحرجة على نحو أفضل. بالرغم من ذلك، لا يزال كل نموذج أعمال بحاجة إلى مُقاربة فردية لإدارة البيانات. فأي شخص يحاول أخذ جميع نقاط البيانات في العالم وتقليد منافسيك سيكون مصيره الفشل، إذ ليس ثمة حل واحد يناسب الجميع. وبينما يقترح أحد أبحاث Oracle أن 80% من جميع أعباء العمل الحيوية للمهام في المؤسسات ستنتقل إلى خدمات التكنولوجيا السحابية بحلول عام 2019، يتحتم على المؤسسات حماية البيانات باختيار التكنولوجيا الصحيحة ونموذج البيانات الصحيح الذي يناسبها. بالعودة إلى منظمة  Tafel Leipzig، قام أحد شركاء Oracle بتدريب المتطوعين على مهارات تكنولوجيا المعلومات الأساسية بهدف إعادة التفكير في ماهية البيانات التي يتحتم حمايتها وأي منها يتعيّن توزيعه إلى الأشخاص، بينما تنتقل جميع البيانات إلى الخدمات السحابية. ولضمان التشغيل السلس لعمليات جمع الطعام وتخزينه ومعالجته وإنتاجه، يتعيّن الوصول إلى بيانات مثل العناوين ومعلومات المركبة أو كميات الطعام، من قِبل الأشخاص المناسبين في الوقت الصحيح. وسواءً أكنت تدير منظمة خيرية أو مؤسسة كبيرة، تساعدك الحلول السحابية أيضاً في إنتاج بيانات جديرة بالثقة مع اكتساب رؤى ثاقبة من تلك البيانات. إذ ستكتشف من هم عملاؤك واحتياجاتهم الفعلية. وفي الوقت الذي يتم فيه اعتماد تكنولوجيات جديدة مثل الذكاء الاصطناعي والتعلًم الآلي، باتت حلول التكنولوجيا السحابية مكوّنًا أساسيًا لدفع عجلة نمو الأعمال الجديدة ووضع مؤسسات على مسارٍ ثابت نحو آفاق جديدة. ويتمتع فريق عمل مؤسسة Tafel Leipzig حالياً بإمكانية الوصول إلى بيانات العملاء والموردين من أي مكانٍ تقريباً عبر الأجهزة المتحركة. وتخطط هذه المؤسسة الخيرية كذلك لتسجيل الكمية الإنتاجية الإجمالية وتصويرها وتقييمها رقمياً من أجل تحقيق الاستفادة الأمثل من التبرعات التي تموّل أنشطتها وأعمالها. أو كما يقول الرئيس التنفيذي السيد فيمر: "تلعب تكنولوجيا Oracle بذلك دورًا مهمًا من أجل تحقيق الخير العام نحو بناء مجتمع أكثر تعايشًا". هنا اقرأ تقريرنا الأخير حول الأمان والأخلاقيات عند استخدام الخدمات السحابية  .

عندما يربح جميع الأطراف تتحقق المعادلة المثالية: وهذا ما نجحت في تحقيقه منظمة إطعام خيرية في ألمانيا انتقلت بأعمالها إلى التكنولوجيا السحابية بينما واصلت رد الجميل إلى المجتمع. وفي حين قد يُعدُّ هذا...

إذن بالمشاركة

يتّفق الجميع على أن النظام العام لحماية البيانات قد غيّر من صيغة التسويق الرقمي. وخلال ذلك، فقد غيَّر أيضًا لعبة التسويق؛ مما يزوّد مسؤولي التسويق الأذكياء بفرصة للتميّز لم يسبق لها مثيل.  وأثناء السعي إلى خيار واضح ودائم من العملاء، يقع على عاتق مسؤولي التسويق الالتزام (والامتياز) للاعتناء بالتواصل مع العميل بشكل مثالي.   وسيحصد من يفعل هذا مكافآت كبرى.  مِن المقاطعة إلى الإذن صاغ خبير التسويق سيث غودين التسويق بالإذن على أنه تسويق يعتمد على موافقة المستهلكين على إمكانيتك للتسويق لهم. فبدلاً من مقاطعة مجموعات كبيرة من المستهلكين برسائل عامة في كل مكان، يُركّز هذا النوع من التسويق على رسائل مخصّصة تصل لأشخاص عبّروا عن رغبتهم في الحصول على معلومات عن خدماتك ومنتجاتك.  ويُعبّر غودين عن ذلك بطريقته الخاصة على أنه "الأفضلية (لا الحق) في توصيل رسائل مرتقبة وشخصية ومناسبة إلى الأشخاص الذين يريدون بالفعل أن يتلقوها" (غودين،1999). والعنصر الرئيسي الذي تولاه النظام العام لحماية البيانات بالنيابة عن مسؤولي التسويق هو كون الرسائل "مترقبة". بضمان منهجية "اختيارية" لبيانات العملاء، حرصَ البرنامج العام لإدارة البيانات على أن يكون لدينا موافقة صريحة من العملاء لاستخدام معلوماتهم. ربما كانت عملية إجراء هذا التغيير مُجهدة نسبيًا، لكن مع تكيّف الأنظمة الخاصة بنا وتثبيت العمليات الجديدة في موضعها الصحيح، فالمكاسب واضحة بالفعل: ثقة أكبر - الكشف عن كيفية استخدامنا لبيانات العميل بوضوح تقدّم سببًا إضافيًا للمستهلكين للوثوق بنا. حتى أن بعض العملاء قد يثقون بنا ويشاركوننا معلومات مفصّلة عنهم، أكثر مما سبق. اقتصادية الإنفاق - تقود البيانات إلى الرؤى التي نحتاج إليها لإطلاق المزيد من الحملات التسويقية، مما يساعدنا في الاستفادة من ميزانياتنا بأفضل صورة. فهم العلامة التجارية بشكل أفضل - تساعد الشفافية التي تتعلق بالبيانات والتسويق الأكثر ملاءمة على بناء سمعة إيجابية أفضل للعلامة التجارية. تركيز أكبر - عبر فرض قيود على المدة التي يمكن للمؤسسة فيها أن تحتفظ ببيانات العميل، أصبحت قواعد البيانات "تُنظف" بشكل منتظم عبر إزالة جهات الاتصال غير الملائمة أو القديمة. وبذلك يتم قضاء وقت أقل على المستهلكين غير المشاركين وقضاء وقت أطول على المستهلكين المشاركين وتحويل ذلك إلى مبيعات. وهذا المبدأ ليس بجديد، إذ أن ظهور فكرة التسويق بالإذن ظهرت لأول مرة قبل 20 عامًا. لكن تشريعات البيانات الأكثر صرامة، وعلى الأخص النظام العام لحماية البيانات، حوّلت هذا المفهوم التسويقي من نهج موصى به إلى طريقة العمل الفعلية. طبّقت France Televisions، المؤسسة الأولى للبث التلفزيوني في فرنسا، العمل على منصة Oracle Bluekai لتحقيق هذه الأهداف عبر تحسين العائد على الاستثمار التسويقي الخاص بها بشكل كبير، وامتثالها في الوقت نفسه للنظام العام لحماية البيانات وسياسة الشركة "المواتية للبيانات". وبما أن لدينا الآن الإذن الصريح من المستهلكين لاستخدام البيانات الخاصة بهم، فيجب أن نحرص على ألا نهدر ما يجلبه هذا من فرص؛ ويبدأ ذلك بالحفاظ على حمايتها. ولحُسن الحظ، وضع النظام العام لحماية البيانات الأمن الإلكتروني في جدول أعمال الجميع. اكتشف المزيد حول الطريقة التي ينظر بها مسؤولو التسويق المعاصرون إلى حماية البيانات والامتثال في أحدث تقاريرنا.

يتّفق الجميع على أن النظام العام لحماية البيانات قد غيّر من صيغة التسويق الرقمي. وخلال ذلك، فقد غيَّر أيضًا لعبة التسويق؛ مما يزوّد مسؤولي التسويق الأذكياء بفرصة للتميّز لم يسبق لها مثيل.  وأثناء...


دور الإدارة المالية في مواجهة اختراقات البيانات

لقد تعرّضتُ شخصيًا لحادثة اختراق بيانات، وكانت تجربة مزعجة. ليس بسبب الخسارة الفعلية للثقة والمعلومات التي تنجم عن اختراق البيانات، ولكن في الغالب لعدم اعتماد خطة طوارئ ووقوع هذا الحادث بشكل مفاجئ للإدارة المالية داخل مؤسستنا. لكن الأمور تغيّرت منذ ذلك الحين، حيث بدأ المدراء الماليون في تغيير طريقة تفكيرهم والتخطيط لمواجهة تحديات الأمن الإلكتروني. لمَ يتحوّل دور المدير المالي نحو هذا الاتجاه، وما هي الأسباب وراء ذلك؟ من بين الأسباب التي يمكنني توضيحها بسهولة هو ازدياد الجرائم الإلكترونية والحاجة إلى اعتماد نظام قوي لتأمين المعلومات. إن الجرائم الإلكترونية مربحة لسبب واحد – ألا وهو المال - وبالتالي مَن الشخص الذي يتحكم في النفقات والمصروفات؟ كما ذكرتُ فقد تعرّضت إلى هجمة إلكترونية، وكانت تجربة مزعجة، إذ سبّبت لي هذه الحادثة حالة من الزعر التام. وللأسف، لا يكون الوقت في صالحك أو يكون لديك متسع للتفكير ودراسة كل سيناريو حتى تقتنع بالقرار المقترَح. وما يزيد الأمور سوءًا هو أنه أصبح الآن أسهل من ذي قبل شن هجمة إلكترونية واحدة تنضوي تحتها مجموعة متنوعة من التهديدات، نظرًا لأنه يتم تنفيذ غالبية هذه الهجمات تحت ستار حدث آخر أقيم بالفعل. هل يجب على المدير المالي فهم المخاطر المحتملة لاختراق البيانات؟ نعم، بالطبع يجب عليه ذلك! في رأيي فأن فجوة المهارات بين فريق العمل الجديد/المبتكر وفريق العمل القديم/المخضرم تشكّل صدعًا كبيرًا يصعب علاجه. يجب على المدير المالي تعزيز معرفته الآن حول مفاهيم الحماية الجيّدة للبيانات، لكي يتمكّن من وضع استراتيجية تتمحور حول المخاطر الإلكترونية وهجمات الفدية الخبيثة المحتمل وقوعها. ولا بدّ من وضع ميزانية وخطة طوارئ مخصصة للتهديدات الإلكترونية/هجمات الفدية الخبيثة والعمل على تطبيقها، كما هو الحال مع خطة التعافي من كوارث تكنولوجيا المعلومات. بالرغم من ذلك، تُظهر الحقيقة أن أي مؤسسة هي عُرضة لهجمات اختراق للبيانات أكثر من فشل أنظمتها التكنولوجية. يجب أن يقود المدير المالي تلك الجهود وأن يكون جاهزًا لمواجهة هجمات الاختراق الإلكترونية والاستعداد للأسوأ - فالأمر لا يتعلق باحتمالية حدوثها ولكن بموعدها ومدى حدّتها. وما أثار اهتمامي هو أن هذه الاتجاهات لاقت تأييدًا واسعًا خلال نقاشات مؤتمر Oracle OpenWorld الذي أقيم في لندن مؤخرًا، حيث شاركتُ في جلسة نقاش تناولت موضوع تعزيز الترابط بين وحدات الأعمال والإدارة المالية. وقد أشعلت هذه الجلسة شرارة حوار مهم تخللته آراء المحللين المشاركين حول "الدور القديم للمدير المالي"، وقد أفضوا إلى أن المؤسسات تفتقر إلى المعرفة اللازمة لاعتماد المبادئ التكنولوجية الحديثة (مثل الذكاء الاصطناعي والانتقال إلى الأنظمة السحابية) ناهيك عن مبادرات الحماية من الهجمات والتهديدات الإلكترونية. والآن، بات تهديد جرائم الابتزاز الإلكتروني واقعًا فعليًا. لذلك فالاستعداد لها ليس خيارًا، وإنما أمر حتمي! لديّ نصيحتين لأي مدير مالي/قائد إدارة مالية: اعمل عن كثب مع قسم تكنولوجيا المعلومات وادرس سيناريو يحاكي تجربة التعرّض لاختراق البيانات ومطالبتك بدفع فدية – ثم ضع خطة للتعامل مع الأمر! خصّص ميزانية للطوارئ بهدف أ) دفع طلب الفدية الخبيثة المحتملة وب) تطوير حلول وخدمات إضافية من شأنها أن تشكّل خط الدفاع الأول أمام التهديدات الإلكترونية. في حالة وجود الخيار "ب" فلن تلجأ إلى الخيار "أ". الجرائم الإلكترونية هي أمر واقع وتحدث بشكل يومي، مما يرفع سقف التحديات أمام المؤسسات للتعامل معها. وتُكبّد هذه الهجمات الإلكترونية العالم نحو 1.5 ترليون دولار حاليًا. ولكي تتأكد من ذلك يُرجى الاطلاع على هذه الإحصاءات، والتي قد تفاجئك حقًا عند قراءتها. لقراءة المزيد، يُرجى الاطلاع على تقرير Oracle حول كيف يتعامل قادة الأعمال مع حماية البيانات

لقد تعرّضتُ شخصيًا لحادثة اختراق بيانات، وكانت تجربة مزعجة. ليس بسبب الخسارة الفعلية للثقة والمعلومات التي تنجم عن اختراق البيانات، ولكن في الغالب لعدم اعتماد خطة طوارئ ووقوع هذا الحادث بشكل مفاجئ...


Finance’s role in a Data breach

I’d had personal experience of what it means to be hacked. And it’s not pleasant. Not only because of the obvious loss of trust and information that a data breach entails, but mostly because there was no contingency planning and the situation took our finance department by surprise. Things have changed since though and we are seeing CFOs to change their mindset and start planning for cybersecurity issues. Why would the role of a CFO be moving in this direction and what are the reasons behind this? One reason that I can explain easily is the rise of cybercrime and the need for robust information security. Cybercrime is lucrative for one reason – money – and who holds the purse strings? I have had first-hand experience in a cybercrime attempt and it wasn’t a pleasant experience, this particular situation turning into complete panic. Sadly, time is not on your side to sit back and run every scenario until you are comfortable with the proposed decision. To make things worse, it is now more than ever before easier to launch an attack with multiple threats as most attacks are conducted under a smoke screen of another event that has been made. Should a CFO understand the risks of a potential data breach? Yes of course, they should! In my opinion, the skills gap between new/innovative and older/experienced staff is a huge chasm to bridge. The CFO now has to understand the concepts of good data security insomuch that they can form a strategy based around potential cyber and ransomware attacks. A ransom/cyber-attack budget and contingency plan needs to have been well thought out and in place, just as an IT Disaster Recovery plan has to be. However, the reality is that any given organisation is more likely to have a data breach than their technology failing. The CFO should be leading the efforts of being prepared for a cyber breach and preparing for the worst – it’s not if it happens but more like when and how severe! It was interesting for me to have these sentiments reinforced whilst at the recent Oracle OpenWorld event in London, where I attended a panel discussion on connected business and finance. This sparked a lively debate where the “old CFO role” was scrutinised further by analysts present, suggesting that education was lacking within organisations to even adopt modern technology principles (E.g AI and Cloud software migrations) let alone cybercrime defence initiatives. Now, the threat of cybercrime extortion is very real. Being prepared for it is not optional, it’s mandatory! I have 2 pieces of advice for any CFO/Finance leader: Work closely with your IT division and work through a scenario where you do indeed get a data breach and ransom demands are made – get a plan in place! Have a budget aside for a) potentially paying a ransom demand and b) additional software and service budget to act as a first line defence. Hopefully if option b is in place you will never use option a. Cybercrime is real, it’s happening every day and it’s getting harder to police. It’s estimated to be lucrative $1.5 Trillion market now and if you don’t believe me, take a look at these statistics but make sure you are sitting down when reading them! For further reading, check out Oracle’s report on how business leaders are approaching Data Security.  

I’d had personal experience of what it means to be hacked. And it’s not pleasant. Not only because of the obvious loss of trust and information that a data breach entails, but mostly because there was...

Permission to Play

Everyone agrees GDPR has changed the digital marketing paradigm. In the process, it’s also changed the marketing game—providing smart marketers an unprecedented opportunity to shine. While seeking unambiguous and continuous opt-in from customers, marketers have the obligation (and privilege) to take scrupulous care of customer communication. Those that do this well will reap big rewards. From interruption to permission Coined by marketing guru Seth Godin, Permission Marketing relies on consumers agreeing that you can market to them. Instead of interrupting large groups of consumers with broad messages, all over the place, it focusses on specific messages that reach the people who’ve said they want to hear from you. In Godin’s own words, it’s “the privilege (not the right) of delivering anticipated, personal and relevant messages to people who actually want to get them” (Godin, 1999). And the key element GDPR took care of for marketers is ‘anticipated’. By ensuring an ‘opt-in’ approach to customer data, GDPR has made sure we have explicit consent from customers to use their information. It may have been a slightly painful process to make this change, but with our systems adapted and new processes in place, the benefits are already clear: Greater trust – disclosing how we use customer data, up front, gives more reason for consumers to trust us with it. Some may even trust us with more detailed information than before. Economy of spend – data leads to the insights we need to deliver more targeted marketing campaigns, helping us make the most of budgets. Better brand perception – transparency around data and more relevant marketing both help to build more positive brand reputations. Greater focus – with limits on how long a company can hold onto customer data, databases are regularly ‘cleaned up’, with irrelevant or out-of-date contacts removed. So less time spent on disengaged consumers, more time focused on engaged consumers – and converting sales. With 20 years gone since the term Permission Marketing first appeared, the principle isn’t new. But tighter data regulations – specifically GDPR – have surely taken it from a recommended marketing approach to the de facto way of working. France Televisions, France’s number one broadcasting organisation implemented Oracle Blukai to hit both those objectives – significantly improve their marketing ROI but also be compliant with GDPR and the company’s own “Data Friendly” policy. Now that we have consumers’ explicit permission to use their data, we should take care not to squander the opportunities it brings – and that begins with keeping it safe. Thankfully, GDPR put cybersecurity on everyone’s agenda. Find out more about how modern marketers view data security and compliance in our recent report.

Everyone agrees GDPR has changed the digital marketing paradigm. In the process, it’s also changed the marketing game—providing smart marketers an unprecedented opportunity to shine. While seeking...


Create your own data model

It's a win-win situation in its best sense: Migrating to the cloud, while doing good for society – a German food charity is doing just that. While this may set a precedent for other NGOs, each organisation – whether big or small – must find its own data model and ensure that the asset is always available, trusted, and secure. Organisations have more data than ever at their disposal. That applies to bluechip companies and small organisations alike. Take the example of Tafel Leipzig, a German charity: Founded more than 20 years ago as a small NGO, the organisation today distributes food donations to 15,000 people a month. Their clients in the city of Leipzig include unemployed or homeless people, but also a rising number of low paid workers, single parents, retirees and even students. As the number of people served ballooned, more distribution points were opened up and EU data privacy rules (GDPR) tightened, Tafel Leipzig decided that it was time to give up manually managed Excel sheets. Instead, customer and supplier data was migrated to a more future-proof system: A cloud-based content solution. While the transition helps Tafel Leipzig to fulfil data protection rules, it also boosts their productivity. "This will enable us to serve more people in need and distribute valuable food that would otherwise be wasted," said Werner Wehmer, Chief Executive Officer of Tafel Leipzig. Companies share common goals when dealing with data including data security. If data is lost or stolen, IT assets quickly become liabilities as average cost of data breaches or non compliance keep rising each year and transferring your information system to a cloud helps you to protect sensitive data and critical business processes even better. Still, each business model requires an individual approach to managing data. Whoever tries to take all the data points in the world and imitate your rivals is doomed to fail. There is no one-size-fits-all solution. As Oracle’s research suggests that 80 percent of all enterprise and mission-critical workloads will move to the cloud in 2019, companies must safeguard data by choosing the right technology but also the right data model that works for them. At Tafel Leipzig, an Oracle partner trained volunteers with very basic IT skills to rethink which data must be protected and what should be distributed to whom, as all data moved to the cloud. To ensure the smooth running of food collection, storage, processing and output, data such as addresses, vehicle information or quantities of food has to be accessed by the right people at the right time. Whether you run a charity or a large enterprise, cloud solutions also help you produce trustworthy data and attain meaningful insights from it. You find out who your customers are and what they really care for. As new technologies such as artificial intelligence (AI) and machine learning (ML) are integrated, cloud solutions have become crucial to driving new business and putting your company on a steady path of discovery. The Tafel Leipzig team now has access to client and supplier data from nearly anywhere via mobile devices. The charity also plans to digitally log, visualise and assess the overall throughput of goods to make the most of the donations that fund its operations. Or as CEO Wehmer puts it: "Oracle technology is thus making an important contribution to the common good and to a livable society.” Please read our recent report on Cloud security and ethics here.  

It's a win-win situation in its best sense: Migrating to the cloud, while doing good for society – a German food charity is doing just that. While this may set a precedent for other NGOs, each...

A CFO’s perspective on Data Security

CFOs should govern data security, not IT. Why? Because they hold the purse’s strings and are most qualified to plan for risk, in an era where the next cyber-attack is not a question of “If” but “when” and “how often”.   So what is the CFO’s role today, and why should it include data security? The CFO role of today is one of a few that is used to complying with regulations. From the complex accounting standards that took many years to achieve excellence within to equally difficult industry accreditations that are required, so it would make sense that data protection and data security be attached to this role? In my opinion, yes! With complex data privacy and security regulations (GDPR) affecting every element of business data a new role emerged a few years ago – The DPO (The Data Protection Officer). Since May 2018, it’s a requirement for any given company to have one or at least have a nominee for that role. Who would be a good candidate? Of course, I’m going to suggest the CFO. What must a CFO become for a “fit for the future” data secure company? The DPO role is a natural fit for the CFO as the protection of data requires strict principles that apply across the whole company’s data estate (every system that is used to collect data). CRM, Financial, HR, ERP and other data sets now require regulating and safe guarding, with someone who has ultimate responsibility. This cannot be delegated to silo subset divisional heads. Huge fines for non-compliance to GDPR rulings are now in force (Up to €20 million, or 4% annual global turnover – whichever is higher). If you wish to see a comprehensive breakdown of this regulation click here. At the recent Oracle OpenWorld event in London the above statements were also backed up by many conversations regarding the GDPR regulation now in force post May 2018 and the effect on financial data. Not only has the CFO role changed to one of an enabler of budgets for additional data security products and services but also to understand why they are needed. ERP and HR systems have traditionally been under the remit of the CFO so many discussions were had around the emergence of a dual role for the CFO/Finance head for organisations. Couple this statement with the unfortunate reality of increasing threats of cybercrime, shouldn’t the role of DPO belong here? In summary Whichever way you approach data security and potential breaches you must have overall responsibility and accountability and the CFO is a natural fit. Data Security is not just an IT function and it is not just a CISO problem to protect and police. Good governance starts from the top down from any organisation and not just a budget line figure and the CFO has a very important part to play for the current and future strategy for data security.   Check out Oracle’s latest report on security here .

CFOs should govern data security, not IT. Why? Because they hold the purse’s strings and are most qualified to plan for risk, in an era where the next cyber-attack is not a question of “If” but “when”...


وجهة نظر المدير المالي تجاه حماية البيانات

تنضوي حماية البيانات تحت مسؤولية المدراء الماليين، وليس إدارة تكنولوجيا المعلومات. لكن لماذا؟ لأن المدراء الماليين يتحكّمون في الإنفاق كما أنهم الأكثر تأهيلاً لوضع خطط مواجهة المخاطر، في عصر باتت فيه الهجمات الإلكترونية القادمة ليست مسألة "احتمال" وإنما واقع يلزمنا معرفة "موعدها" و"مدى تكرارها".   حسنًا، ما هو دور المدير المالي اليوم، ولمَ يشمل مهمة حماية البيانات؟ أصبح دور المدير المالي اليوم من بين الأدوار القليلة التي تُحقق الامتثال للقوانين والآليات التنظيمية. وتندرج تحت مسؤوليات المدير المالي مهمة تحقيق المعايير المحاسبية المعقّدة التي يستغرق استيعابها بشكل تام سنوات عديدة، وصولاً إلى التصديقات اللازمة من الجهات المعنية في الصناعة التي تفرض التحديات المعقّدة ذاتها. فهل من المعقول أن تنضوي حماية البيانات تحت مسؤوليات المدير المالي؟ في رأيي، نعم! في ضوء الآليات التنظيمية المعقّدة لخصوصية البيانات وحمايتها، مثل "القانون العام لحماية البيانات" (GDPR)، والتي تلقي بظلالها على كافة عناصر بيانات الأعمال، ظهر دور جديد منذ عدة سنوات يُسمى "مدير حماية البيانات". ومنذ مايو 2018، أصبح لزامًا على أي مؤسسة أن تُعيّن موظفًا متخصصًا في هذا الدور، أو على الأقل تحديد مرشّح له. مَن المرشّح الذي يمتلك المهارات المؤهلة لهذا المنصب؟ بالطبع، سأقوم باقتراح المدير المالي. ما هي المهارات اللازمة للمدير المالي كي يكون "صمام أمان" البيانات في المؤسسة مستقبلاً؟ يُعدّ منصب "مدير حماية البيانات" مثاليًا للمدراء الماليين، نظرًا لأن هذا الدور يتطلّب اعتماد مبادئ صارمة يتم تطبيقها على كافة مستويات أصول البيانات في المؤسسة (كل نظام يتم استخدامه لجمع البيانات). تتطلّب نُظم إدارة علاقات العملاء، والشؤون المالية، والموارد البشرية وتخطيط موارد المؤسسة، وغيرها من مجموعات البيانات الأخرى، وضع آليات تنظيمية تحكمها وتزوّدها بالحماية اللازمة، لاسيّما تحت قيادة شخص يتحمل مسؤوليتها بشكل تام. وهو أمر لا يمكن إسناده إلى رؤساء الأقسام الفرعية المنعزلة. يتم الآن تطبيق غرامات كبيرة لعدم الامتثال للقانون العام لحماية البيانات (GDPR) (تصل إلى 20 مليون يورو، أو 4% من العائد السنوي عالميًا - أيهما أكبر). إذا أردتَ الاطلاع على التقسيم الشامل لهذا القانون، انقر هنا. شهدت النسخة الأخيرة من مؤتمر Oracle OpenWorld الذي أقيم في لندن، تأييدًا واسعًا خلال العديد من مناقشاته لما سبق ذكره بشأن القانون العام لحماية البيانات (GDPR)، الذي دخل حيز التنفيذ منذ مايو 2018، ومدى تأثيره على البيانات المالية. ولم نشهد فحسب تغيرًا في دور المدير المالي ليتحوّل إلى الشخص المسؤول عن دعم ميزانيات تطوير حلول وخدمات إضافية لحماية البيانات، بل أصبح يتعلّق أيضًا بفهم الأسباب وراء ضرورة توافر مثل هذه الحلول. لطالما كانت أنظمة تخطيط موارد المؤسسة والموارد البشرية تقع ضمن نطاق اختصاص المدير المالي. وهو ما كان سببًا وراء العديد من النقاشات والحوارات حول ظهور دور مزدوج داخل المؤسسات يجمع بين المدير المالي ورئيس الشؤون المالية. وباقتران هذا الأمر بالواقع المشؤوم من زيادة تهديدات الهجمات الإلكترونية، أليس دور مدير حماية البيانات هو المقصود هنا؟ باختصار بعضّ النظر عن نهجك في التعامل مع حماية البيانات ومواجهة الاختراقات الأمنية المحتملة، يجب أن تتحمل المسؤولية. ولا شك أن المدير المالي هو الخيار المثالي لهذا الأمر. لا تقتصر حماية البيانات على إدارة تكنولوجيا المعلومات فحسب، فهي ليست مشكلة تَفرض على كبير مسؤولي حماية المعلومات وحده تأمينها ومراقبتها. تبدأ الحوكمة الجيدة من قمة الهيكل المؤسسي وصولاً إلى قاعدته فهي لا تتعلق فقط بتخطيط بنود الميزانية. وعلى المدير المالي تولّي دور في غاية الأهمية لدعم استراتيجية حماية البيانات في الوقت الحاضر ومستقبلاً.   اكتشف أحدث تقارير Oracle حول الحماية هنا.

تنضوي حماية البيانات تحت مسؤولية المدراء الماليين، وليس إدارة تكنولوجيا المعلومات. لكن لماذا؟ لأن المدراء الماليين يتحكّمون في الإنفاق كما أنهم الأكثر تأهيلاً لوضع خطط مواجهة المخاطر، في عصر باتت فيه...

البيانات النظيفة أهم من البيانات الذكية

ما فائدة بياناتك إذا لم تكن محل ثقة؟ مع بدء مسؤولي التسويق في تبنّي التكنولوجيات الجديدة، هناك عمل إضافي مطلوب لضمان دقة البيانات واعتماديتها حتى نكفل ثقة العميل ونحد من المخاطر. نشهد في الوقت الراهن فرص تسويق لم يسبق لها مثيل. وتقود التكنولوجيا السحابية الحركة إلى الذكاء الاصطناعي حيث يتم تجميع البيانات وتحليلها لفهم احتياجات العميل بشكل أفضل. لكن، إذا كانت البيانات غير دقيقة، فلن يكون من الممكن أن تكون محل ثقة إذ ستعرّض كل من المؤسسة والعميل لأخطار كبرى.  تتوقع Oracle أن تعتمد جميع تطبيقات الجيل القادم على الذكاء الاصطناعي بحلول عام 2025، بما في ذلك برامج الدردشة الروبوتية والتي يُنظر إليها على أنها واحدة من أهم الإنجازات التكنولوجية لقسم التسويق. دردشة حول برامج الدردشة الروبوتية تتناول برامج الدردشة الروبوتية إحدى أجمل نقاط التسويق. فهي تفي باحتياجات العملاء الذين يتوقّعون مشاركة فورية وردًا وفهمًا فوريين، وكل ذلك بدون أي تدخّل بشري. في الواقع فإن انتشار برامج الدردشة الروبوتية يمكن أن يؤدي إلى انخفاض في معدّل التواصل البشري المكثّف بنسبة تصل إلى 70%. لذلك ليس من المفاجئ أن تتوقّع Gartner  أن 25% من جميع عمليات خدمة العملاء ستتضمّن برامجًا للدردشة للروبوتية، وسيتمكّن العملاء من إدارة 85% من تفاعلاتهم مع العلامة التجارية بدون تدخّل بشري بحلول عام 2020. رائعة حقاً، ولكنها ليست . وفي الوقت الذي يقدّر فيه الناس برامج الدردشة الروبوتية بشكل متزايد، فالفهم الأفضل هو ما يتم النظر إليه على أنه الجزئية رقم 1 للتحسّن. وسيتبنى العملاء التكنولوجيا فقط إذا كانت تؤدي غرضها بشكل صحيح؛ حيث قال 73% من المجيبين على استبيان أجري في الولايات المتحدة أن تجربة سيئة واحدة ستدفعهم إلى الرحيل. مما يعيدنا إلى النقطة التي بدأنا منها؛ حماية البيانات ودقتها بالتبعية. حماية البيانات تولّد الثقة تزود التكنولوجيا السحابية احتمالات لا تنتهي لمسؤولي التسويق لتحسين تجربة العميل وفتح تدفقات الإيرادات والانتشار السريع للإبداع على نطاق واسع. ولإدراكها، على أي حل سحابي أن يدعم مشوارك التجاري وأن يقدّم حلاً شاملاً ومنفتحًا ومتطورًا ومتكاملاً وآمنًا. وتذكّر، التكنولوجيا السحابية هي صندوق غير واضح المعالم لن يفتح أبدًا إلا إذا وثق العملاء فيما سيجدونه بالداخل. والآن حان وقت التسويق ليتحمل المسؤولية ويغتنم قوة التكنولوجيا السحابية. اكتشف كيف يوضح أحدث تقاريرنا ذلك وأكثر بكثير.

ما فائدة بياناتك إذا لم تكن محل ثقة؟ مع بدء مسؤولي التسويق في تبنّي التكنولوجيات الجديدة، هناك عمل إضافي مطلوب لضمان دقة البيانات واعتماديتها حتى نكفل ثقة العميل ونحد من المخاطر. نشهد في الوقت الراهن...

Clean Data before Clever Data

What good is all your data if it can’t be trusted? As marketers start to embrace new technologies, further work is needed to ensure data is accurate and reliable to ensure customer trust and reduce risk. Today’s marketing opportunities are unprecedented. The cloud is driving the move to AI, where data is collected and analysed to better understand customer needs. However, if the data is inaccurate it really can’t be trusted, putting both the organisation and customer at serious risk.  Oracle predicts all next generation applications will be AI driven by 2025, including chatbots, which are seen as one of marketing’s big technology wins. Chat about chatbots Chatbots approach the sweetest of marketing’s sweet spots. They meet the needs of customers who expect instant engagement, response and understanding – all without a human in sight. Given the fact that chatbot deployment can see falls in human-intensive contacts of up to 70%, it’s no surprise that Gartner predicts 25% of all customer service operations will integrate chatbots, and customers will manage 85% of their brand interaction without human intervention, by 2020. Sweet indeed – but there’s a sour note too. Whilst people increasingly value chatbots, better understanding is seen as the No 1 area for improvement. And customers will only adopt if the tech works – 73% of respondents to a US survey said one bad experience would see them walk. Which brings us back to where we started – data security, and by extension, data accuracy. Data security is trust The cloud provides infinite possibilities for Marketers to improve CX, open new revenue streams and rapidly deploy creativity at scale. To realise them, any cloud solution must support your business journey – a solution that is comprehensive, open, evolving, integrated – and secure. And remember, the cloud technology toy box will only ever be opened if customers trust what they find inside. Now is the time for Marketing to take responsibility – and seize the power of the cloud. See how our recent report demonstrates that and much more. 

What good is all your data if it can’t be trusted? As marketers start to embrace new technologies, further work is needed to ensure data is accurate and reliable to ensure customer trust and reduce...


الذكاء الاصطناعي قادر على تحليل البيانات فقط، وليس الأشخاص

  لماذا تعمل في الموارد البشرية؟ يعود ذلك على الأرجح لاهتمامك بالأشخاص وبتحقيق رفاههم. فأنت بذلك شخص يهتم بالأفراد. وعلى الأرجح سيصبح الذكاء الاصطناعي صديقك المقرّب الجديد خلال العامين المقبلين، ولكنه لن يتمتّع بسمات بشرية على الإطلاق. ومن ثمّ، سيتعيّن عليك استيعاب حدوده وأخذها في الاعتبار.   تُبرهن أحدث دراسة عالمية أجرتها Oracle بعنوان "الأعمال القابلة للتأقلم"   أن التكنولوجيا هي حجر الأساس لضمان الإنتاجية والنجاح اللذين نشهدهما اليوم، بما في ذلك الذكاء الاصطناعي. وبالتالي ظهر افتراض واسع النطاق بأنه يُتوقّع أن يصبح الذكاء الاصطناعي التكنولوجيا الرائدة.    ‎وعليه، فإن الموارد البشرية في حاجة إلى ترسيخ مكانتها بالإمكانات اللازمة لمواكبة احتياجات وتطلعات الموظفين بشأن التكنولوجيا. ومن المهم جدًا أن تستخدم كوادر الموارد البشرية أحدث الحلول التكنولوجية مثل أي شخصٍ آخر لكي يتسنى لهم تقديم رؤى من شأنها مساعدة قادة المؤسسات في فهم مجالات الاعتماد التبادلي للأعمال والأفراد على حدٍ سواء.   وخير مثال على تحقيق هذه المعادلة هي شركة التأمين AXA. تعتمد هذه الشركة على استخدام التكنولوجيا السحابية HCM القائمة على الذكاء الاصطناعي من Oracle، والتي تقدم سمات ذكية مثل قوائم المُرشحين الذكية.   وبصفتها شركة عالمية رائدة تتمتع بالعديد من الأعمال اللامركزية، فإن فريق الموارد البشرية بالشركة مُكلّف بإدارة 157 ألف موظف عبر 56 دولة. ومن خلال تسريع عملية دمج شركات استحوذت عليها AXA حديثًا ضمن نظام الموارد البشرية، إلى جانب دعم مشاركة البيانات وتحليلها على المستوى المحلي أو الإقليمي أو العالمي وفقاً لأعلى معايير حماية البيانات، تعمل التكنولوجيا السحابية Oracle HCM على تمكين فريق العمل من الارتقاء بخدماته داخل الشركة.   وعن طريق الوصول إلى هذا النوع من التكنولوجيا الذكية، يُمكن لموظفي الموارد البشرية أو المُدراء المباشرين أن يطلبوا من برنامج الدردشة الروبوتية تقديم نقاط بياناتٍ مُحددة للوصول إلى رؤى بشأن سجل أداء الموظفين.   فالموظفة الحامل التي ترغب في المزيد من المعلومات حول سياسة إجازة الأمومة في الشركة، ما عليها سوى حمل هاتفها النقال والتحدث إلى برنامج الدردشة الروبوتية. وقد يقترح عليها الذكاء الاصطناعي المزيد من الإجراءات أو الأنشطة الإضافية الأخرى بالاستناد إلى تجارب الآخرين. ومع ذلك، فمن المهم التعامل مع الذكاء الاصطناعي بوصفه عاملًا إضافيًا بدلًا من كونه بديلًا يحل محل موظفي الموارد البشرية. وبينما يتسنّى للذكاء الاصطناعي أن يصير إضافًة رائعًة بوصفه جزءًا من عملية التوظيف – بما تشمله من عمليات جذب المواهب ضمن مجموعة واسعة من الخبرات السابقة مقارنة بإجراءات التوظيف التقليدية على سبيل المثال - فلا تزال المقابلات خطوًة مهمًة لتحديد المُرشح المناسب.   والأهم من ذلك هو أنه يتعيّن عليك إبعاد التحيّز تماماً عن نُظم الموارد البشرية. ثمة حالات عديدة اعتمدت فيها المؤسسات على الذكاء الاصطناعي ولُقبّت بمسميات مثل مؤسسات عنصرية أو جنسية.   ووفقًا لدراسة أُجريت من قِبلمعهد ماساتشوستس للتكنولوجيا، فإن 35 بالمائة من صور النساء ذوات البشرة الداكنة قد واجهت أخطاء في برنامج التعرّف على الوجه مقارنة بواحد في المائة من الأخطاء اتي واجهت الرجال ذوي البشرة الفاتحة.  وقد قررت شركة Google في هذه الأثناء حذف الضمائر القائمة على الجنس من تكنولوجيا Smart Compose Gmail لديها، نظرًا لعدم تمكّنها من العثور على طريقة تضمن بها تنبؤ البرنامج على نحوٍ صحيح بهوية الشخص النوعية أو الجنسية وتجنّب حدوث أي خطأ. فلنأخذ مثال الموظفة الحامل التي تطرح بعض الأسئلة على برنامج الدردشة الروبوتية حول إجازتها القادمة. فمن الوارد أن تتم برمجة نظام الذكاء الاصطناعي لكي يشير تلقائيًا إلى والد الطفل، وذلك في عصرٍ يُمكن فيه للأزواج من الجنس الواحد أو الوالد الواحد أن يواجهوا الحالة ذاتها. يكمن السر لدى موظفي الموارد البشرية في القدرة على إيلاء ثقة للبيانات الموجودة أمامهم، بحيث يتسنّى لهم التأكد من دقة النصائح والمعلومات التي يتم تمريرها إلى الموظفين واستخدامها لصياغة قرارات العمل. فالذكاء الاصطناعي لا يسعه سوى إدراك البيانات وليس الأفراد؛ ومن ثمّ يُعدّ التفسير البشري أمرًا لازمًا لتجنّب أي تحيّز أو مخالفة مُتضمنة.    تعرّف على المزيد حول الطريقة الذي ينظر بها قادة الأعمال إلى أمن البيانات عن طريق الاطلاع على تقريرنا هنا  

  لماذا تعمل في الموارد البشرية؟ يعود ذلك على الأرجح لاهتمامك بالأشخاص وبتحقيق رفاههم. فأنت بذلك شخص يهتم بالأفراد. وعلى الأرجح سيصبح الذكاء الاصطناعي صديقك المقرّب الجديد خلال العامين المقبلين، ولكنه...

AI can only analyse data, not people

Why do you work in HR? Most probably because you are interested in people and their welfare. You’re a people person. AI (Artificial intelligence) will probably become your new best friend in the next couple of years, but AI will never be human. Its limitations need to be understood and taken into account. HR needs to get itself into a prime position to keep track of what is top of employees’ wishlist for technology. Plus it is vital that HR professionals use the latest technology like everybody else, so they can provide insights that will help business leaders understand the interdependencies of business and people. One company doing this is insurance firm AXA. AXA is using Oracle's AI-powered HCM application, which offers intelligent features such as smart candidate lists. As a large global company with many decentralised businesses, AXA’s HR team are tasked with managing 157,000 people across 56 countries. By making it quicker to integrate newly acquired businesses into the AXA HR system, and supporting data sharing and analysis locally, regionally or globally – all with the highest level of data security – Oracle HCM is allowing the team to enhance its service to the business. With access to this kind of smart technology, HR staff or line managers can simply ask a chatbot to source specific data points to gain insight into employees’ performance history. A pregnant worker who wants more details about the company maternity leave policy could just grab their mobile and chat to a bot – the AI might even suggest additional actions or activities based on the experiences of others. However, it is important to treat AI as an addition rather than a replacement for HR staff. While AI can be great as part of the recruitment process - attracting talent from a broader range of backgrounds than traditional recruiting processes for example – interviews are still vital to getting a feel for the right candidate. More critically, it is imperative to keep bias out of HR systems. There have been several cases where organisations have relied on AI, and been called out as racist or sexist. According to a study by Massachusetts Institute of Technology, thirty-five percent of images for darker-skinned women faced errors on facial recognition software, compared to only one percent for lighter-skinned males. Google, meanwhile, has decided to omit gender-based pronouns from its Smart Compose Gmail technology, as it cannot find a way to guarantee the software correctly predicts someone’s sex or gender identity, and avoid causing offence. Take the case of the pregnant worker asking the chatbot questions about their upcoming leave – the AI system might be programmed to automatically refer to the father of the baby, in an era where same-sex couples and single parents could just as well be the case. The key for HR staff is to be able to trust the data in front of you, so you can ensure the advice and information being passed to staff and used to form business decisions is accurate. AI can only see the data, not the people behind it; human interpretation is necessary to avoid built-in bias and offence. Find out more about how business leaders are looking at data security by checking our report here  

Why do you work in HR? Most probably because you are interested in people and their welfare. You’re a people person. AI (Artificial intelligence) will probably become your new best friend in the next...


حماية البيانات هي عمل جماعي

لقد ولَّت الأيام التي كان فيها قسم تكنولوجيا المعلومات وحده قادرًا على حماية أنظمة شركة ما. وبالنظر إلى حجم المخاطر الهائلة، فإن مواجهة المجرمين الإلكترونيين يجب أن تكون أولوية رئيسية لدى جميع الموظفين، بدءاً من موظف الاستقبال وحتى الرئيس التنفيذي. إلا أن ذلك ينطوي على مخاطر، والتي يمكن دحضها بالاعتماد على التكنولوجيات الحديثة. نشهد اليوم ارتفاعًا متزايدًا في "أدوات الهجوم الإلكتروني"، وأحدثها هو تعدين العملات المشفرة – وهو نوع من أنواع الهجوم الإلكتروني الذي حقق نموًا مذهلاً بلغ 4,000 بالمائة خلال عام 2018، وفقاً لتقرير McAfee. وقد حذّرت شركة KuppingerCole الاستشارية من أن "الاختراق الناجح للبيانات يمكن أن يُلحق أضرارًا بكبار مسؤولي المعلومات والمؤسسات التي يعملون لصالحها". واستطردت بالقول "إن حماية قواعد البيانات باتت داعمًا جديدًا للأمن الإلكتروني." ومن شأن ذلك أن يحتم على أقسام تكنولوجيا المعلومات أن تنظر إلى حماية البيانات على أنها جهد جماعي. ولكي ينجحوا في حماية الأصول الخاصة بشركتهم، يحتاج متخصصو الأمن الإلكتروني إلى مشاركة خبراتهم ورفع الوعي حول المخاطر التي يواجهها جميع الموظفين في بيئة عملٍ رقمية. تشير شركة Deloitte الاستشارية إلى أنه "من الضروري أن يتم بناء استراتيجية خاصة بمواجهة المخاطر الإلكترونية وإدارتها بشكل شمولي، شريطةً أن تنعكس في منهجية تفكير المؤسسة واستراتيجيتها وسياسات أعمالها على مستوى هيكل تكنولوجيا المعلومات وتصميم الأنظمة." وأضافت الشركة: "يتحتم على قادة تكنولوجيا المعلومات وقادة الأعمال التعاون لتحديد استراتيجية شاملة لمواجهة المخاطر الإلكترونية." واختتمت مؤكدةً أنه في حالة الإدارة الناجحة، يمكن أن يصبح الأمن ميزة تنافسية و"من المحتمل أن يعزز مكانة المؤسسة في السوق." يبدو أنه من الواضح أن الطريق نحو المستقبل قائم على تعزيز ثقافة الكوادر ومعرفتهم والتحكّم في تدفق البيانات. ولا بد أن يكون إطّلاع الموظفين منحصراً فقط بالمعلومات التي تُعدُّ ضرورية للغاية للمهام الخاصة بهم. وأي شخص يغادر المؤسسة يتعين أن تُنزع منه على الفور كامل امتيازات الاطلاع على البيانات، بكل تأكيد. وبالرغم من ذلك، فإن هذه المسائل التي قد تبدو بسيطة يمكن أن تصبح عائقًا كبيرًا عندما يتعلّق الأمر بآلاف الحسابات. يمكن أن تكون الخدمات السحابية هي الحل لمواجهة العديد من هذه التحديات حيث إنها تسمح للمشرفين بالمراقبة المركزية والتحكم في تدفق البيانات. إن الحلول التي تقدّمها  Oracleمثل  Autonomous Data Warehouse Cloudأو خدمات التكنولوجيا السحابية CASB السحابية لا تقوم فحسب بتشفير جميع البيانات من أجل تحقيق أعلى قدرٍ من الحماية، بل تعمل أيضًا على ميكنة العديد من المهام التي تستهلك وقتاً طويلاً، مثل معالجة قاعدة البيانات بتحديثات أمنية بدون حدوث أية أعطال. علاوةً على ذلك، وبمساعدة خوارزميات التعلّم الآلي، فإن الأنظمة الذكية قادرة على رصد أي شيء غير مألوف والحجب الفوري لمحاولات الاطلاع على البيانات وتنبيه الإداريين. وبينما قد لا يوجد مفهوم يُدعى الحماية المُطلقة، إلا أن الخيارات التكنولوجية الصحيحة تُحدِث الفارق –  خاصةً في عصر أصبح فيه الجميع متصلاً، سواءً البشر أو الأجهزة: وبحلول عام 2030، تتوقّع Cisco أن يكون هناك 500 مليار جهاز يعمل على إرسال واستقبال ومشاركة البيانات مع بعضه البعض ومع نُظم المؤسسات والموظفين. وتكمن حماية هذا العالم الرقمي المستقبلي في ضرورة تعزيز التعاون بين الإدارة البشرية وأنظمة الذكاء الاصطناعي، مع الاستفادة من حجم البيانات الكبيرة المتواجدة في منظومات التكنولوجيا السحابية المميكنة والموثوقة.   اكتشف المزيد  حول كيفية قيام قادة تكنولوجيا المعلومات وقادة الأعمال الآخرين بالتعامل مع حماية البيانات.

لقد ولَّت الأيام التي كان فيها قسم تكنولوجيا المعلومات وحده قادرًا على حماية أنظمة شركة ما. وبالنظر إلى حجم المخاطر الهائلة، فإن مواجهة المجرمين الإلكترونيين يجب أن تكون أولوية رئيسية لدى جميع...


Data Security is a team effort

Gone are the days when an IT department alone was able to protect a company’s systems. Given the enormous risk, fending off cyber criminals must be of central concern to all employees, from the receptionist to the CEO. But that brings its own risks, which can be curtailed by emerging technologies. Today’s landscape is teeming with an ever-growing number of “attack vectors”,  with the newest being crypto-currency mining – a kind of cyber-attack that grew by an astonishing 4,000 per cent in 2018, according to McAfee. “A successful data breach can destroy both CIOs and the companies they work for”, consultancy KuppingerCole warns. “Database security is becoming the new cybersecurity frontier.” That makes it crucial for IT departments to see Data Security as a team effort. To succeed in protecting their company’s assets, security specialists need to share their expertise and raise awareness for the risks that all employees face in a digital work environment. “It is critical that cyber risk strategy be built and managed from the ground up, embedded in the business mindset, strategy, and policies, not only within the IT architecture and systems design”, consultancy Deloitte points out. “IT and business leaders must collaborate to determine a comprehensive cyber risk strategy.” Managed successfully, the advisors conclude, security can become a competitive advantage and “potentially drive an organization’s market position”. It seems obvious that the way forward is to educate people and control the data flow. Ideally, employees should have access only to information that’s mission-critical to them. And anybody leaving the company should immediately lose all access, of course. However, these seemingly simple issues can quickly become overwhelming when accounts come in the thousands. Cloud services can be an answer to many of these challenges since they allow administrators to centrally monitor and control the flow of information. Solutions like Oracle’s Autonomous Data Warehouse Cloud or Oracle CASB Cloud Services not only encrypt all data for maximum security but also automate a variety of time-consuming tasks, such as patching the database with security updates without downtime. In addition, smart systems can detect anything out of the ordinary with the help of machine learning algorithms, immediately block access and alert administrators. While there may never be absolute security, the right technology choices do make a difference – especially in an era of everyone and everything being connected: by 2030, Cisco predicts, 500 billion devices will be sending and receiving data, communicating among each other but also with corporate systems and companies’ employees. To secure this digital world of tomorrow, human administrators and artificial-intelligence systems will have to work hand-in-hand, with much of the data residing in a trusted, automated cloud environment. Find out more about how IT and other business leaders are approaching data security.

Gone are the days when an IT department alone was able to protect a company’s systems. Given the enormous risk, fending off cyber criminals must be of central concern to all employees, from the...


ليس هناك بيانات مزيّفة

عدم اليقين هو سمة العصر حاليًا على الرغم من انتشار الأخبار الملفّقة والتقلّبات غير المتوقعة للأسواق. إلا أن هناك شيئًا واحدًا يمكننا الوثوق به والسيطرة عليه ألا وهو البيانات. فالبيانات لا تكذب، ولكن يلزم حمايتها ليتمكّن قادة الأعمال من الاستفادة منها في اتخاذ القرارات.   “عدم اليقين هو عدو قاتل للنمو"، عنوان تَصدَر صحيفة  فايننشال تايمز في نهاية ديسمبر 2018. اللافت في الخبر أنه تضمّن ورقة بحثية جديدة صادرة عن صندوق النقد الدولي وجامعة ستانفورد، والتي بناءً عليها تم إطلاق مؤشر عدم اليقين العالمي (WUI) – الذي يمثّل مقياسًا تقريبيًا لحالة عدم الاستقرار الدولي. ليست حالة عدم اليقين بظاهرة حديثة، كما أنها لا تتأثر بالمتغيرات السياسية وحدها. وتجدر الإشارة إلى أن مؤشر عدم اليقين العالمي قد تجاوز بصورة كبيرة معدله المتوسط على الأجل الطويل منذ العام 2010، ليؤكد بذلك وجود مجموعة من التحديات والمشكلات الهيكلية التي تعرقل مسيرة الاقتصاد العالمي. وهذا يوضح أن "عدم الاستقرار" أصبح سمة سائدة لفترة طويلة لدى غالبية المؤسسات. وهناك عدد قليل من القطاعات التي لم تتخذ من التكنولوجيا بوصلة للتغيير والتجديد خلال الـ 20 عامًا الماضية. فقد أصبح تحديد الإمكانات التنافسية يتم الآن وفقاً لعدة عوامل، من بينها سرعة اتخاذ القرارات، وتنفيذ العمليات، وإبرام الصفقات، وتعزيز الاتصالات. ولكن كما يعلم أي مدير مالي، فقد أصبحت إدارة المخاطر ثنائية الجانب. فهي تتطلب تأقلمًا سريعًا وقدرة على اقتناص الفرص، والتي تنجم عادة عن حالة عدم اليقين التي تعيق مسيرة التخطيط. ويعني ذلك ترسيخ أسس الأعمال والمؤسسات ومواصلة استقرارها وحمايتها من الصدمات المحتملة. على أية حال، ينبغي على صانعي القرارات أن يكونوا قادرين على الوثوق بما يسمعونه حول أداء الأعمال والأسواق التي ينشطون بها. لقد أصبحت حماية البيانات أمرًا ضروريًا. فبدونها سوف تفتقر كافة الأطراف المعنية، وليس فقط صنّاع القرار في الداخل، إلى الثقة في قدرة المؤسسات على تعزيز مكانتها أو اقتناص فرص النمو. ويتمحور جانبيّ المخاطر حالياً حول التكنولوجيات التي تعزز بدورها تخطيط مشاريع المؤسسات. وبفضل الأنظمة المعتمدة على التكنولوجيا السحابية، بات من السهل جمع بيانات دقيقة في الوقت المناسب من مؤسسات مختلفة. ومن خلال الدمج بين بيانات العملاء والموردين - بما في ذلك الرؤى المستقبلية السلوكية للمساعدة في رسم ملامح التوجهات المستقبلية - يمكن لصانعي القرارات ضبط اتخاذ القرارات التكتيكية بطريقة أذكى وأسرع. ومن ثم يأتي دور الذكاء الاصطناعي. ناهيك عن الضجة الإعلامية حول السيارات ذاتية القيادة والطائرات الذاتية بدون طيار، فقد فرض الذكاء الاصطناعي حضوره بالفعل وأوجد تطبيقات لا غنى عنها ضمن عملية اتخاذ القرارات في المؤسسات. أُجريت مؤخرًا مقابلة مع جون مرينو، المدير المالي في FedEx، بشأن تقرير بعنوان "إطلاق العنان للإدارة المالية المرنة: السمات الرئيسية لقادة الإدارات المالية الرقمية." وكان جون واضحًا بشأن مغزى هذا المفهوم لفريقه: "تُوفّر المعادلة المثالية… فرصة هائلة للاستفادة من بعض مكاسب الكفاءة الكبيرة في كل إدارة على حدةٍ. ويكمُن المكسب الكبير بالنسبة لنا في إتاحة الوقت ودفع الإدارة المالية نحو أعلى سلسلة القيمة فيما تقدمه للمؤسسة.” وكشف استطلاع الرأي أن 46% من قادة الإدارات المالية المهتمين بالتكنولوجيا يسجّلون نموًا إيجابيًا في الإيرادات، مقارنةً مع 29% ممن عارضوا التكنولوجيا. فهؤلاء الذين يتبنّون الذكاء الاصطناعي هم على الأرجح الأكثر تحقيقًا للنمو. إلا أن 11% من قادة الإدارات المالية نجحوا في تحقيق ذلك، الأمر الذي يشير إلى أن الفرصة لا تزال سانحة لانتهازها. ببساطة، عندما تُصاب السوق العالمية بحالة من عدم اليقين وانعدام الثقة، فإن أفضل طريقة ناجحة في إدارة المخاطر وتجنّب حالة عدم استقرار الأداء هي ضمان ترسيخ الثقة في البيانات ومعالجتها وتحليلها بشكل صحيح وفوري وواقعي. اكتشف كيف يتعامل قادة الأعمال الآخرون مع البيانات حاليًا.  

عدم اليقين هو سمة العصر حاليًا على الرغم من انتشار الأخبار الملفّقة والتقلّبات غير المتوقعة للأسواق. إلا أن هناك شيئًا واحدًا يمكننا الوثوق به والسيطرة عليه ألا وهو البيانات. فالبيانات لا تكذب، ولكن...


There is no fake data

Uncertainty is the new normal. In the era of fake news and unpredictable market changes, there is however one thing you can trust and control: data. Data doesn’t lie, but it needs to be secure, for it to be harnessed by business leaders in decision making.   “Uncertainty is killing growth,” ran the FT headline at the end of December 2018. The hook for its story was a new paper from the IMF and Stanford University that launched a World Uncertainty Index (WUI) – a rough measure of global instability. Uncertainty is neither a recent phenomenon, nor one affected solely by politics. The WUI has been significantly above its long-run average since 2010, reflecting a host of structural problems facing global economies. And for most organisations, ‘disruption’ has been a feature for even longer. There are few industries that haven’t been completely overhauled by technology in the past 20 years. Speed of decision-making and execution in operations, deal-doing and communications now define competitiveness. But as any CFO knows, risk management is double-sided. It requires rapid adaptation and the ability to seize opportunities – often created by the very uncertainty that hampers planning. And it means ensuring the foundations of the business are firm and protected from potential shocks. Either way, decision-makers need to be able to trust what they’re hearing about the business and their markets. Data security is a must – without it, all stakeholders, not just internal decision-makers, will lose faith in the organisation’s ability to either defend its position or find growth. And now the two sides of the risk coin are converging around technologies that enhance enterprise planning. With cloud-based systems, it’s never been easier to gather timely and accurate data across disparate organisations. By weaving in customer and supplier data – including behavioural insights, for example, to help model future trends – decision-makers can fine-tune tactical decisions in a more agile way. Then there’s artificial intelligence. Forget the hype about driverless cars and autonomous drones. AI is already finding its most compelling applications within enterprise decision-making. John Merino, chief accounting officer at FedEx, was interviewed recently for the report Agile Finance Unleashed: The Key Traits of Digital Finance Leaders. And he was clear on what this meant for his team: “The combination… creates a tremendous opportunity to capitalize on some really big efficiency gains in virtually every staff function. The big win for us is to liberate that time and move finance up the value chain in what it delivers to the organisation.” The survey found 46 percent of tech-savvy finance leaders report positive revenue growth, compared with only 29 percent of tech-challenged leaders. Those adopting AI are much more likely to be growing. But only 11 percent of finance leaders had done so – which suggests an opportunity ready to be seized. Put simply, when the world is more uncertain, making sure your own data is trustworthy, timely, properly analysed and actionable is the best way to manage risk on both up- and down-sides. Check out how other business leaders are approaching data in this day and age.  

Uncertainty is the new normal. In the era of fake news and unpredictable market changes, there is however one thing you can trust and control: data. Data doesn’t lie, but it needs to be secure, for it...

بياناتك هي قيمة علامتك التجارية

يرغب كل مسؤول تسويق في بناء الثقة في علامته التجارية لأنها وقود أعماله.  ولكن مع تزايد استخدام مسؤولي التسويق للبيانات في بناء وتقييم السمعة، فإنهم غالبًا ما يتجاهلون فكرة أنه كما يمكن لمنتج رديء أن يقلل من جهودهم، فقد يكون اختراق البيانات كارثيًا لهم.  البيانات والعلامة التجارية بيانات العملاء هي التي تمنح الفرصة للتسويق الذكي والفعال. فهي تسمح لنا بالوصول إلى الأشخاص المناسبين، وفي الوقت المناسب، وبالطريقة المناسبة. كما أنها تمثّل الفارق بين الصراخ في مهبّ الريح، وإجراء محادثة واعية ومُقنعة. وتُتيح لك أيضًا قياس مدى الرضا والمشاركة. وفي النهاية، لا يهمنا فقط ما يشتريه الناس، بل تعنينا نظرتهم إلى علامتنا التجارية في المقام الأول. ورغم أنه في بعض الأحيان يكون للعلامة التجارية بعض الأوجه المتلوّنة، والتي يُركز عليها المسوّقون بدقة، فغالبًا ما تُنسى حماية البيانات. لأن البيانات الآمنة لا تجذب عملاء جدد في الواقع. حيث تحتفظ جميع الأقسام بالبيانات، سواءً كان قسم الموارد البشرية أو العمليات أو الشؤون المالية.  وحين يحدث اختراق للبيانات، فقد يتم في أي وقت، ولأي قسم، ولأي مجموعة منها. وندرك جميعًا كم قد تكون النتيجة كارثية. يمكن لأي دلالة على حدوث خلل في حماية البيانات أن يصب في مصلحة منافسيك، . وقد يؤدي اختراق البيانات إلى تحطيم ثقة عملائك بك وبسمعة مؤسستك التي قضيت سنوات في بنائها. ستعاني أعملك من النتائج على الفور، كما ستعاني علامتك التجارية لفترة طويلة في المستقبل. ولا شك أن انخفاض الأرباح يعني المزيد من الضغط على فريق التسويق لديك، لكي يجدوا أعمالاً جديدة. لكن المعاناة أصبحت في منتهى الصعوبة الآن. فقد تغيّر التصوّر الخاص بمؤسستك، ومجرد ذكرى اختراق البيانات قد تُعيقها لسنوات. فتحطّم الثقة يعني قلّة الفرص والتحوّلات وانخفاض نسب المبيعات، مما يجعل من حماية البيانات مشكلة للعلامة التجارية ولصافي الدخل في الوقت ذاته. كما أنه تحدٍ يتطلب تعاونًا. التسويق وتكنولوجيا المعلومات يَعتبر الكثيرون أن حماية البيانات تقع على عاتق فريق تكنولوجيا المعلومات. ومن منظور تكنولوجي، فهي كذلك فعلاً. ولكننا نعلم أنه بمجرد أن ينطق أحدهم كلمة "عميل"، تذهب نظرات المسؤولين والمدراء إلى قسم التسويق. وبوصفنا مسؤولي تسويق، فإننا نتعامل مع بيانات العملاء بشكل مباشر. حيث نقوم بتجميعها ثم استخدامها لإطلاق الحملات ورسم خططنا وتقييم نجاحنا. كيف يمكننا إذًا الحفاظ على حماية بيانات العميل؟ حدّد العمليات - إذا كان لكل فريق حلوله الخاصة، فستكون عمليات استخدامها والحفاظ على أمن البيانات مختلفة. فمجرد وجود مجموعة متفق عليها من أفضل الممارسات سيقلل من فرص تسرّب البيانات، و تخزين البيانات المنعزل (غير المحمي) - تُخزّن فرق المبيعات والمنتجات والشؤون المالية بيانات العملاء أيضًا، على الأغلب في قواعد البيانات والأنظمة الخاصة بها. إن وجود المزيد من مواقع التخزين يعني زيادة فرص الاختراق. لذلك، بالعمل مع تلك الفرَق لمراجعة جميع الأنظمة، يمكنك مساعدة فريق تكنولوجيا المعلومات على التوصّل لطريقة آمنة ومركزية لتخزين البيانات. كونهم صوت العميل داخل أي مؤسسة، فمن الأفضل أن يشرف مسؤولو التسويق على بياناتهم بأنفسهم. ولكن اعرف المزيد حول كيفية مواجهة جميع قادة المؤسسات للتحديات التي تمثلّها حماية البيانات في أحدث تقاريرنا.

يرغب كل مسؤول تسويق في بناء الثقة في علامته التجارية لأنها وقود أعماله.  ولكن مع تزايد استخدام مسؤولي التسويق للبيانات في بناء وتقييم السمعة، فإنهم غالبًا ما يتجاهلون فكرة أنه كما يمكن لمنتج رديء أن...

Your data is your brand value

Every marketer wants to build trust in their brand, because it fuels the business.  But while marketers are increasingly using data to build and measure reputation, they often ignore that in the same way a defective product can undermine their efforts, a data breach can be catastrophic. Data and The Brand Customer data is what makes smart, effective marketing possible. It allows us to reach the right people, at the right time, in the right way. It’s the difference between shouting into the wind and having a persuasive, informed conversation. It allows us to measure satisfaction, engagement and ultimately not only what people are buying and when but also how they perceive our brand. While brand value has many nuanced parts and is scrutinized by marketers, the wider data security is often forgotten. Secure data doesn’t really attract new customers. And data is held by all departments, be it HR or operations or finance.  And when data security is breached, that breach can happen anytime, to any department, to any set of data. We know the fallout can be devastating. Any sign of unsecure data can sway a purchasing decision from you to your competitor, and a breach can shatter the customer trust and the reputation you’ve spent years building. Your business suffers immediately and the brand could suffer long into the future. A dip in revenue can mean more pressure on your marketing team to find new business. But it’s now an uphill struggle. Your brand’s perception has changed, and the memory of that data breach can weigh it down for years to come. Damaged trust means fewer leads, conversions, and sales, making data security an issue for both brand and bottom line. And a challenge that requires collaboration. Mark-IT-ing Many consider data security the IT team’s concern – and from a technical perspective, it is. But we know that as soon as someone says the word ‘customer’, senior heads turn to the marketing department. As marketers, we’re on the front line of customer data. We gather it and then use it to inform campaigns, adjust our plans, and measure success. So how can we lead on customer data security? Set processes – if every team has its own solutions, the processes for using them and keeping the data secure will be different. Just having an agreed set of best practices in place can cut the chances of a data leak, and Non-siloed storage – sales, product, and finance teams store customer data too, likely in their own databases and systems. More storage locations mean more vulnerabilities, so by working with these teams to reviewing all systems, you can help IT to find a secure, central data storage approach. As the voice of the customer within any business, marketers are best placed to be the stewards of their data. But find out more about how all business leaders are facing the challenges posed by security in our recent report.

Every marketer wants to build trust in their brand, because it fuels the business.  But while marketers are increasingly using data to build and measure reputation, they often ignore that in the same...


اكتشف مستوى جديد لموظفيك

  ماذا لو تسنّى لك تمكين موظفيك من تحديد أفضل ممارسات الموارد البشرية بالاستناد إلى طريقة عملهم بأفضل شكل؟  فمن خلال استخدام التكنولوجيات الحديثة مثل الذكاء الاصطناعي، يُمكن لأقسام الموارد البشرية أن تتعلّم سريعًا الطرق المُثلى التي يعمل بها الأفراد، وهو ما سيؤدي بدوره إلى التخلّص من النًظم والعمليات غير الضرورية.  وتحقيقًا لذلك، يتسنّى للمؤسسات اكتساب فهم أعمق عن موظفيها فضلًا عن تبنّي نهج تخطيط حضري لإعداد العمليات الموحّدة التي تجعل العمل أيسر وأكثر فعّالية.   فإن إملاء "أفضل الممارسات" على الأفراد لا ينفع في معظم الأحيان، نظرًا لأن القليل منهم فقط يقبلون بفرض طريقة عمل ما عليهم.   ولكن بإمكان أحدث الحلول التكنولوجية (مثل الذكاء الاصطناعي) كشف النقاب عن كيفية عمل الأفراد، بل واقتراح التغييرات لمساعدتهم لكي يصبحوا أكثر فاعلية وإنتاجية.  ولهذا فنحن نتوقّع – هنا في Oracle –  أنه بحلول عام 2025،  أن تتضاعف أرباح الإنتاجية الناشئة عن الذكاء الاصطناعي والتكنولوجيات الحديثة عمّا هو الحال عليه الآن.   ولكن كيف يبدو هذا النهج المتطور؟  تُقدّم المدن صورة مماثلة قوية.   مسارات غير معبّدة وطرق إجبارية  من خلال الطرق والممرات التي يقوم مسؤولو التخطيط الحضري بتصميمها وبنائها، فإنهم يحاولون التحكّم بتدفّق الأفراد والحركة المرورية حول المدن. ولكن بمرور الوقت، تنشأ مسارات غير مُخطط لها. فنجد ظهور طرق مختصرة غير معبدة على المساحات الخضراء وغيرها من المسارات البرية، حيث يستحدث الأفراد مساراتهم الخاصة للتنقّل داخل المدينة.   ويبدو هذا الوضع مشابهًا للغاية داخل المؤسسات: يستحدث الموظفون طرق العمل الخاصة بهم، بغضّ النظر عن النُظم والعمليات المقترحة التي يتم تقديمها لهم. لذا، فبدلاً من فرض طريقة عمل ما، ربما يجب علينا تحليل كيفية حدوث ذلك حاليًا واقتراح تحسينات تدريجية. وعوضًا عن مقاومة التدفّق الطبيعي، فبإمكان الذكاء الاصطناعي الاستفادة من تقارير الاتجاهات المعنية ببيانات التفاعل لمساعدتنا على رسم ملامح تدفقات العمل وجعلها أكثر إنتاجية - بدون أي إزعاج. وكل ذلك يأتي بالتزامن مع اكتساب فهم أكثر عمقًا وشمولًا للموظفين والمؤسسة بأكملها.   عالمية وسريعة ومبنية على المعرفة تدرك شركة AXA إمكانات هذه البيانات وأهميتها. اعتادت شركة التأمين العملاقة وجود نُظم موارد بشرية مركزية مُتعددة تتمتع بانتشارٍ ملحوظ في وحدات الأعمال المختلفة في دولٍ متعددة.  فالعمل بكفاءة وفاعلية بالتعاون مع إدارة الموارد البشرية كان أمرًا أقرب للمحال، بصرف النظر عن اكتساب رؤية مدروسة حول كيفية عمل موظفي AXA. ولكن بمجرد التحوّل إلى منصّة HCM القائمة على التكنولوجية السحابية من Oracle، فقد تغيّر الأمر برمّته. والآن قامت هذه الشركة المرموقة، التي يعمل لديها 166 ألف موظف، بتركيز بيانات الموارد البشرية لديها عبر 64 دولة، ومشاركتها لكي يتسنى للفرَق تحليل ما يحتاجونه عندما يكونون في حاجة إليه. ومن ثمّ، صار بإمكان الموظفين إدارة شؤونهم المهنية فضلًا عن أن العمليات الموحدة والرقمية قد أدت إلى تنفيذ العمل على نحوٍ أيسر وأكثر سلاسة.  كما تتمتّع الموارد البشرية بنظرة شمولية للمؤسسة بأكملها، مثل مسؤول التخطيط الحضري الذي ينظر إلى مدينته من طائرة مروحية.  فعندما تسمح لموظفيك بتحديد طريقة العمل التي يرغبون فيها تكون جميع الأطراف رابحة! تعرّف على أحدث أبحاثنا حول كيفية تعامُل قادة الأعمال مع حماية البيانات والامتثال.  

  ماذا لو تسنّى لك تمكين موظفيك من تحديد أفضل ممارسات الموارد البشرية بالاستناد إلى طريقة عملهم بأفضل شكل؟  فمن خلال استخدام التكنولوجيات الحديثة مثل الذكاء الاصطناعي، يُمكن لأقسام الموارد البشرية أن...

See your staff in a new light

What if you empowered your employees to dictate HR best practices based on how they work best? By using emerging technologies such as AI, HR departments can quickly learn the optimal ways in which their people work, eliminating unnecessary systems and processes. In doing so, organisations can gain a deeper understanding of their people and adopt an urban planning approach to setting up standardized processes that make work easier and more effective. Dictating ‘best practice’ is often unhelpful, as few people want to have a process imposed on them. But the latest technologies (like Artificial Intelligence) can reveal how people work, and suggest changes to help them become more efficient and productive. That’s why – here at Oracle – we predict that by 2025, the productivity gains from AI and emerging technologies could be double what they are now. But what does this evolving approach look like? Our cities offer a compelling parallel. Desire paths and compulsory walkways Through the roads and walkways they build, urban planners try to control the flow of people and traffic around cities. But over time, unplanned pathways emerge. Well-worn shortcuts over patches of grass, and other ‘desire paths’, spring up where people have found their own routes for navigating the city. A similar thing happens within organisations: employees find their own ways of working, no matter the systems and recommended processes they’re given. So instead of imposing a way of working, perhaps we should analyse how it happens currently, and suggest incremental improvements. Instead of fighting the natural flow, AI can draw on everything from sentiment reports to interaction data to help us shape workflows and make them more productive – without ruffling feathers. And all while gaining a richer, more holistic understanding of employees, teams, and the organisation as a whole. Global, agile, informed AXA understands the power of this data. The global insurance giant used to have multiple core HR systems, spread across various business units, in a variety of countries. Working efficiently within the HR function was near impossible, let alone gaining an informed view of how AXA employees worked. But by moving to Oracle’s cloud-based HCM solution, this all changed. Now, this 166,000-strong company has centralized its HR data across 64 countries, sharing it so teams can analyse what they need, when they need. Staff members can manage their own careers, digitally, and standardised processes make work easier and smoother. And HR has a holistic view of the whole organisation, like an urban planner looking down on their city from a helicopter. When you let your people dictate how they want to work, everyone wins! Check out our latest research on how business leaders are approaching data security and compliance.  

What if you empowered your employees to dictate HR best practices based on how they work best? By using emerging technologies such as AI, HR departments can quickly learn the optimal ways in which...


مواكبة اتجاهات البيانات الجديدة في الإدارة المالية

يتّسع نطاق مسؤولية الإدارة المالية، ويترافق ذلك مع ازدياد في درجة التعقيد ومستوى جديد من المساءلة. كما تَظهر نواحي جديدة حيث لم يعد المدير المالي مجرّد مستشار، ولكنه يخضع هو الآخر للمساءلة، خاصةً عندما يتعلق الأمر بأمن البيانات وتحقيق الامتثال. ويعني هذا التحوُّل أنه يجب على قادة الإدارة المالية تبنّي طريقة تفكير جديدة، بحيث ينسجمون مع هذه البيئة الجديدة بشكل فعّال. ربما تكون على دراية بـمنظومة إسناد المسؤوليات، التي تتضمّن أربع فئات: المسؤولية والمساءلة والاستشارة والشفافية. وفقًا لهذه المنظومة، يتم إسناد المهام إلى الأفراد والتأكيد على الالتزام بواحدة من هذه الفئات الأربع لضمان سير المشروعات والعمليات بسلاسة تامة. وهي تنطبق جميعًا على المدير المالي. ساهمت العولمة والخصخصة في تحويل المؤسسات "المحصَّنة" إلى حلقات وصل ضمن منظومات التوريد الموسّعة. ومن شأن الاستعانة بموردين "من الباطن"، وهو ما يحدث عادةً في الشبكات النائية، أن تشكّل مصدرًا للمخاطر. ولا شك أن الاضطلاع بمهام "الشفافية" أو "الاستشارة" داخل مثل هذا النوع من المؤسسات الموسّعة يُعد أمرًا مرهِقًا ويستلزم جهودًا واسعة. فما بالك بمهام "المساءلة" و"المسؤولية" التي تستدعي تركيزًا وجهودًا أكبر. تبدأ القصة مع المشكلات التشغيلية ثم تتطوّر إلى مخاطر تنظيمية وتحديات تمسّ بسمعة المؤسسة والتي، على أي حال، لها قدرة أكبر على إلحاق أضرار واسعة بالمؤسسة. كيف يرفع المدير المالي تقاريره إلى مجلس الإدارة بكل ثقة، مدعيًا أن المورّد "من الباطن" يمتثل للآليات التنظيمية الدولية المعنية بمكافحة الرشوة - أو حتى القوانين المحلية الخاصة بمكافحة الرشوة؟ ساهمت التكنولوجيا في تذليل الطريق أمام التحوّل نحو عمليات أكثر اندماجًا وانتشارًا بل وباتت مكوّنًا حيويًا في اتخاذ القرارات بشكل أفضل. كما أنها أصبحت عنصرًا أساسيًا لتحقيق الامتثال التنظيمي. تُعدّ شركة Marcura، إحدى عملاء Oracle، مثالاً جيدًا على ذلك. فهي تعمل على تنسيق الخدمات البحرية عبر ثمانِ شركات مختلفة، تتخصص أغلبها في المعاملات غير النمطية، وهو ما يجعل من إدارة البيانات وتعزيز العمليات أمراً في غاية الأهمية. وتعتمد الشركة على "نُظم تخطيط موارد المؤسسات باستخدام التكنولوجيا السحابية"، والتي تدعمها في التنسيق بين مختلف أعمالها وتمكّنها كذلك من تلبية متطلبات قاعدة المستخدمين المنتشرين في جميع أنحاء العالم، بما في ذلك أطقم السفن والوسطاء وسلطات الموانئ. ولكن كان من بين الاعتبارات الرئيسية لدى كارستن غريغوري، المدير المالي في الشركة، عند اختيار نُظم تخطيط موارد المؤسسات من Oracle قدرتها على ترسيخ عنصر الثقة لدى جميع الأطراف المعنية. وبهذا الصدد، صرّح كارستن قائلا: "تنسجم أنشطة شركتنا مع مبادئ الامتثال والاستقلال والشفافية والكفاءة." ويأتي تأمين أنظمة الشركة وبيانات عملائها على رأس أولوياتها. وبالنسبة لشركة عالمية مثل Marcura، فإن الالتزام بتحقيق الامتثال أمام مختلف السلطات القضائية يُعدّ ضروريًا لكي تتمكن الشركة من الحصول على تصريح لمزاولة أعمالها. ويتطلّب ذلك من الشركة مراقبة البيانات للامتثال مع قوانين مكافحة الرشوة وغسيل الأموال وتطبيق العقوبات، بالإضافة إلى معالجة مجموعة من تعاملات العملاء. نؤمن بأهمية أنظمة التكنولوجيا السحابية في رفع مستوى الأمان وتعزيز قوّة البيانات. (عندما راجعت شركة تقييم الأمان KuppingerCole ‫الخدمات السحابية الخاصة بمستودع البيانات المستقل من Oracle، استنتجت أن ميزات الميكنة الذكية المُدمجة بها تساهم بشكل كبير في الحد من الأخطاء البشرية المحتملة وغيرها من الهجمات الضارة.) كما ندرك دورها في تحقيق الامتثال على نحو دقيق وفي الوقت المناسب عبر مجموعة متنوعة من الآليات التنظيمية. وختامًا، فإن أي تعامل مع البيانات يجب أن يقدّم للمدير المالي العناصر الأربعة وهي المسؤولية والمساءلة والاستشارة والشفافية. فعندما تتوفر هذه العناصر في المدير المالي، أو بعبارة أخرى، إذا كان واثقاً بأن شركته تمتثل للآليات التنظيمية وترقى إلى توقعات العملاء، عليه عندئذٍ التأكّد من تطبيق ذلك على كافة أقسام المؤسسة بما فيها معالجة بياناتها بشكل فوري وفعّال وتوفير مستوى آمن في حمايتها.   لمعرفة المزيد حول طريقة تفكير قادة الأعمال المعاصرين ونهجهم فيما يتعلق بحماية البيانات، قم بالاطلاع على أحدث تقاريرنا.

يتّسع نطاق مسؤولية الإدارة المالية، ويترافق ذلك مع ازدياد في درجة التعقيد ومستوى جديد من المساءلة. كما تَظهر نواحي جديدة حيث لم يعد المدير المالي مجرّد مستشار، ولكنه يخضع هو الآخر للمساءلة، خاصةً...


Finance’s new data mindset

Finance’s job is getting bigger. With this comes greater complexity and a new level of accountability. New areas are emerging where the CFO is no longer just consulted but actually accountable, particularly when it comes to data security and compliance. And that shift means that finance leaders need to embrace a new mindset, where they actively embrace this new environment. You might or not be familiar with the responsibility assignment matrix, with its four categories: responsible, accountable, consulted and informed. In the matrix, tasks are designated to individuals with one of these categories attached to ensure projects and processes run smoothly. All of them apply to a CFO. Globalisation and specialisation have turned coherent ‘walled garden’ organisations into co-ordinators of extended supply chains. Nesting suppliers within suppliers, often in remote networks, brings risk. Being ‘informed’ and ‘consulted’ on this kind of extended organisation is a nerve-wracking proposition. Being ‘accountable’ or ‘responsible’ for it is even tougher. It starts with operational issues and progresses to regulatory and reputational risks that, if anything, have an even greater potential to damage an organisation. How does a CFO report to the board with confidence that, say, their supplier’s supplier conforms to global bribery regulations – or even local labour laws? Technology facilitated the shift towards more diffuse operations and is vital for making better decisions. But it’s also the foundation of regulatory compliance. Oracle customer Marcura is a good example. It co-ordinates maritime services across eight different businesses – mostly around non-standard transactions, which makes data and process robustness even more important. Having a cloud-based ERP helps co-ordinate its different businesses and cater to a diverse global end-user base including ships’ crews, brokers and port authorities. But one of CFO Karsten Gregory’s key considerations for choosing ERP Cloud was its ability to instil trust in all its stakeholders. “Our company is founded on the principles of compliance, independence, transparency and efficiency,” he says. The security of its systems and customers’ data has to come first. For a global business such as Marcura, demonstrating compliance across many different jurisdictions is fundamental to its licence to operate. It has to monitor data to comply with bribery, money laundering and sanctions laws, as well as handling a range of customer interactions. We know the right implementation of cloud systems can enhance security and data robustness. (When security assessment firm KuppingerCole reviewed Oracle Autonomous Data Warehouse Cloud, it concluded that its intelligent automation features massively reduced the potential for human error and malicious attacks.) We know it facilitates more timely and accurate compliance across a range of regulations. But any approach to data has to offer the CFO those RACI elements. If they’re going to be responsible, accountable, consulted and informed – in other words, if they’re going to be confident their business is compliant with both regulations and customer expectations – they need to know that every part of the organisation is aligned, its data is timely and robust, and that it’s properly protected.

Finance’s job is getting bigger. With this comes greater complexity and a new level of accountability. New areas are emerging where the CFO is no longer just consulted but actually accountable,...