Across every level of government and education, technology is opening new possibilities to serve, protect, and empower communities. From digital-first city halls to AI-enabled classrooms, innovation is driving smarter decisions, stronger connections, and faster outcomes for the people who rely on them most. Building on this momentum, Hether Danforth, Vice President for State & Local
The asset and wealth management industry continues to experience a lot of consolidation with deals such as Morgan Stanley/E*Trade/Eaton Vance, Schwab/TD Ameritrade, and Franklin Templeton/Legg Mason. Scale is becoming an important competitive advantage in this winner-takes-all environment.
Customers who are still running on-premises infrastructure don’t always understand how a cloud strategy can make significant contributions to organizational resilience. In fact, they often come with misconceptions about efficiency, security, and cost, and they conclude that the cloud actually undermines resilience.
As 2020 slips into our collective rearview mirror, there is little doubt that the COVID‑19 pandemic had a major impact on virtual healthcare adoption by both consumers and healthcare organizations.
The year 2020 and the global COVID-19 pandemic have accelerated technology solutions that make “virtual” the new reality. Most scenarios include using platforms like Teams or Zoom for: “Virtual work” to connect remote workers and customers in collaborative online sessions for business. “Virtual education” to connect students and teachers for distant learning and study groups.
Customers are increasingly approaching banking with a digital-first mindset: they expect to be able to perform a range of financial activities from any device. Digital disruptors in the financial services space are offering these services, creating new competition for banks.
The past year has accelerated the push toward digital transformation for many industries, maybe none more than retail. From operations to manufacturing supply chain to customer experience, there is no facet of retail that is not facing the imperative to pivot or perish.
You may have recently noticed a number of high-profile articles around governance and risk issues with banks.
Who would have thought when I made my 2020 health trends and predictions in January that our world would be upended by COVID-19? In a year marked by the health and economic crisis posed by a global pandemic, we’ve seen countless examples of the U.S.
Have you ever thought about what makes a leader different from a manager? Is it skills and experience? Expertise? Natural talent? Think about it this way.
Today, everyone is digging out from the initial impact of the COVID-19 pandemic. In doing so, we’re collectively defining a new order for how health and medical services will look and operate going forward. This effort is not without its challenges. In the United States, hospital operating margins are down 96 percent since the start of the year.
Ten or twenty years ago, the future of retail was online shopping. Today, it is building seamless connections between physical locations and online stores so that customers can easily shop, order goods, or pick–up items from a store or curbside service. Quarantines and social distancing only highlight the importance of building retail operations that start and end with the customer, online and off.
Companies are putting great emphasis on digital or self-service contact channels. The economics of self-service are undoubtedly compelling: Whereas live support channels cost dollars, self-service channels, by contrast, cost pennies per interaction. Also, self-service channels are improving quickly. With the introduction of intelligent chat bots and other AI-inspired innovations, these channels can handle many more types of transactions than was possible even a few years ago.
