As with many IT innovations, augmented reality (AR), extended reality (XR) and the related topic of spatial computing had been discussed to death long before they became a practical reality. As a user interface, AR is already well understood in terms of its ability to open vast new vistas in entertainment as well as making physical tasks, such as machinery maintenance and warehouse pick-and-pack, far more efficient. In the case of spatial computing, by using glasses to superimpose workflow directions, instructional videos, messages and the like onto the three-dimensional world, individuals can complete tasks faster with little formal training and make fewer errors in the process. So, long before these AR devices, tools and their related UI techniques are adapted to create a new era of immersive business computing, here are some thoughts on this idea.
Pricing is an issue that almost every for-profit company confronts – and usually agonizes over. Chief financial officers must play a part in setting the strategic direction of pricing in their organization. They should not be involved in tactical pricing decisions because they are not close enough to markets and customers, but they should be part of the strategic design of pricing, especially as part of a profitability management effort, which I’ve discussed before.
ESG reporting is a matter that organizations – and especially publicly held corporations – will be confronting over the next several years. Ventana Research asserts that by 2025, one-half of corporations with 1,000 or more employees will have a formal ESG reporting process in place to address legal mandates or shareholder demand. The roots of ESG investing go back many decades but it has gained significant attention recently as demand in the investment world for non-accounting measures to guide ethical investments has grown. Organizations face three distinct challenges in dealing with ESG. In this analyst perspective, Ventana Research SVP and Research Director Robert Kugel discusses the considerations and benefits of organizing your organization’s ESG reporting.
Several years ago, I noted the importance of gaining resilience in managing supply chains. The world had entered a new era of trade following the financial crisis of 2007, as multilateral relationships were steadily fragmenting. For decades, sourcing and supply chain management was focused almost exclusively on achieving the lowest cost, and the world’s trade environment supported this approach. However, I observed that the new era of trade, supply chain planning and execution, would be more complex, and organizations needed to shift focus to emphasize business continuity and sustainability, accommodating change with the least disruption at the lowest cost. Sourcing decisions, logistics and product design would be crafted with an eye to a far-from-perfect and changeable world. Higher costs would be balanced against necessary resilience and sustainability, supported by the ability to make changes rapidly with assurance and limited risk.
Over the past decade, how organizations manage processes and record data related to transactional events captured by an enterprise resource planning system has undergone a significant evolution. Some of the more recent changes have been the result of a steady migration to the cloud, since these systems are typically updated frequently, require less maintenance, have better performance and are more readily available than those operating on-premises.