|Exam Name||:||Business Information Management(R) Foundation|
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|Updated On||:||February 20, 2019|
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ALEXANDRIA, Va., Feb. 9, 2019 /PRNewswire-PRWeb/ -- Decipher know-how Studios, the leader in cognitive provider mesh operations for the enterprise, announced it is now a silver member of the Cloud Native Computing basis (CNCF), a sub-basis of the Linux basis.
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Decipher become protected in the recent Gartner publication Innovation perception for Microservices Runtime Infrastructure. This file, authored through Anne Thomas and Aashish Gupta and published on 6 November 2018, examines the abruptly evolving market for microservices runtime infrastructure. Our business brand will also be viewed in the area identifying service mesh offerings in the burgeoning microservices infrastructure market.
Gartner booklet credit Gartner, Innovation perception for Microservices Runtime Infrastructure, Anne Thomas, Aashish Gupta, 6 November 2018.
source Decipher expertise Studios
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By Samuel Greengard
If content is king, then most organizations eventually come to recognize that they are servants to information and knowledge. Despite sophisticated servers and storage devices crammed with terabytes of data, relatively few companies are adept at harnessing the content and knowledge tucked away in all corners of the enterprise.
“There is a tremendous amount of valuable information that is never put to use,” observes Stephen Powers, vice president, research director at Forrester Research.
The situation isn’t getting any easier. Today, organizations find themselves buried in unstructured data—including audio and video files, meeting notes and e-mail messages. And as the use of mobile tools and social networking spreads, there’s a growing need to capture, manage and share content and knowledge in new ways.
“Businesses are looking to unlock the full value of their content,” says Erik Larson, a senior executive in Accenture’s Process and Information Management Practice. “Unfortunately, many organizations lack the systems to do so.”
Achieving success is not east. There’s no single tool or software package that can capture, store and manage all the content and knowledge that resides in computers and people. There’s also no single way to share information and content among employees and with customers and business partners.
Best-practice organizations understand that an effective strategy requires cross-functional planning and expertise, the right information technology, and an eye on processes and workflows.
The idea of capturing and sharing expertise is nothing new. To a certain extent, businesses have always looked for ways to manage content and knowledge more effectively. But the advent of computers—and particularly the Internet—has changed things in a significant way. Beginning in the late 1990s, organizations began looking for ways to share everything from existing files and snippets of information to insights and experiences.
Knowledge management (KM) and enterprise content management (ECM) aim to provide content, expertise and knowledge where and when they’re needed. Forrester’s Powers defines KM as the governance model and ECM as the system that supports an initiative.
ECM can take many forms, including collaboration tools, Web- or server-based file- and document-sharing technology, social media systems and more. “It makes sense from both a strategic and cost point of view to reuse the best content and share knowledge,” Accenture’s Larson says.
Electrolux Believes in Sharing
One company that has fully embraced the concept is Electrolux, the world’s second-largest manufacturer of appliances. The company—based in Stockholm and with 50,000 employees spread across 60 countries—has turned to KM to share key content across half a dozen business units, including its Frigidaire and Eureka brands. “We realize that we can work smarter together than apart,” says Ralf Larsson, director of online employee engagement and development.
In 2009, Electrolux identified a need to move away from what Larsson describes as a “traditional, corporate-driven” approach to sharing content and knowledge. It turned to Microsoft SharePoint as well as IBM’s Connections, Lotus Notes and Sametime software, so that employees could access content and collaborate on the fly through an intranet, online communities and microblogs. More than 100 portals now exist, including 1,100 collaboration spaces with upward of 8,500 members.
The system offers a platform for knowledge sharing and collaborative problem solving. For example, last year, when the organization created a mobile-based social Internet capability that didn’t function as intended, IT professionals in Germany, Italy and the United Kingdom began working on a fix. “Within two hours, the problem was resolved,” Larsson says. “In the past, we would have had dozens of phone calls and struggled for hours to address the problem.”
Electrolux also uses the platform for onboarding new hires. Employees use the system to learn about job functions and the company by accessing an array of content. In the past, updating content was complex and somewhat unwieldy. Today, authorized human resources managers and others can share insights, collaborate and rewrite content on the fly.
In addition, community members—typically top managers—can respond to questions posted by the company’s CEO or another high-ranking executive. This serves as a way to spark new ideas and innovation. Says Larsson: “We’re seeing open dialogue and knowledge sharing in areas as diverse as R&D and customer service.”
Instrument of Change
Three primary areas of KM and ECM exist, Forrester’s Powers says. These encompass internal content, transactional content and so-called “persuasive” content that targets the outside world. The last one represents a significant opportunity that many organizations do not fully exploit.
“Outward facing initiatives—including Websites, mobile and social initiatives—are very different from traditional document management systems,” he says. “You can dictate formats and devices internally, but you have little control over customers.”
One company attempting to ratchet up externally facing KM and ECM initiatives is National Instruments (NI), a leading manufacturer of testing equipment used by engineers, scientists and other technical specialists. The Austin, Texas, company, with annual revenues exceeding $1 billion and more than 6,000 employees, sells a software programming platform, LabVIEW, that uses a graphical system design and virtual instrumentation to automate testing processes for equipment.
“Our success is based on the ability of our customers to become proficient with our tools,” says John Pasquarette, vice president of e-business. “The community of users takes the platform to places we hadn’t envisioned. In many instances, they know how to use it better than we do.”
As a result, NI turned to the Jive Engage Platform to enable socially focused knowledge and content sharing both internally and externally. “The community approach, including discussions about how to get the most out of LabVIEW and solve various issues, “drives better solutions and ultimately sells our products,” he says.
For instance, a customer with a problem can post a question and receive input from users all over the world. “Historically, we had a traditional approach of feeding content into the Website,” Pasquarette says. “Tech support engineers, R&D specialists and product marketing managers created content to support LabVIEW—including [sample] programs and white papers.
“These new collaborative technologies are shifting the publishing role toward the customer. Participants like to share their expertise, and they have a great deal of credibility with their peers. It’s a winning situation for everyone involved.”
The content is also plugged into a knowledge base that’s used by customers. The result? NI has reduced phone support and call center costs and improved its support metrics. Says Pasquarette: “Customers that are active on these sites display higher loyalty rates, they buy more products and they make more recommendations to peers.”
Not surprisingly, the challenges of building effective KM and ECM tools multiply as organizations confront a growing tangle of systems and formats containing document files, spreadsheets, Web content, social media feeds, databases and more. The ability to understand governance issues and business context—and map out a strategy—is paramount.
“There’s no single software package that can address the full spectrum of ECM needs,” Powers notes. “An enterprise may require a portal, a document management system, a digital asset management system and numerous other components.”
It’s also important to recognize that a KM or ECM system is only as good as the search results it generates. In some cases, the use of tags can help manage the crush of content, although these tools present problems at the enterprise level because people label things differently.
Accenture’s Larson suggests tweaking and fine-tuning search capabilities by examining how users search and access content. “You can change the hypothesis a bit to gain insight into what works best.” In addition, the best systems take into account a person’s job category or role when delivering results.
In the end, the growing complexity of managing enterprise content is both an opportunity and a challenge. Organizations that harness the full power of KM and ECM are able to work faster, smarter and better. They’re able to connect to content and distribute it in new and innovative ways.
Says Larson: “Organizations must view information management in a broad way and understand the full value of what knowledge management and enterprise content management provide.”
Samuel Greengard is a freelance writer for Baseline.
As part of the closing statements in an open announcement to the NEM community, the NEM Secretarial Office, which represents the voice of the NEM Foundation’s executive committee and council, said in “one final message for all” that the NEM Foundation community members knew before “is gone.”
The announcement was made in an effort to stay true to their commitment of transparency and pulled back the curtain on a number of sensitive issues, including an acknowledgement that the foundation is facing severe financial difficulties and a realization that the previous organizational structure failed.
A financial audit was reportedly done after the current NEM Foundation leadership team took office on Jan. 1, 2019, which revealed that they are running low on XEM (the native currency of the NEM blockchain platform) and fiat funds.
NEM Foundation’s financial situation has deteriorated to the point where they only have one month’s operational funding left in reserves, as of Jan. 1, 2019.
Since the announcement was made, concerned community members and investors posted questions to the executive committee to try to get to the bottom of what happened. With information coming through sporadically, current NEM Foundation President Alexandra Tinsman confirmed to one particularly vocal community member, Jelin1984, that they have to cover all their bases legally before releasing additional information.
“Please know I understand how confusing things look and we are working to communicate all information to you and the community in a timely manner. Part of this means we have to take extra steps to ensure we are legally and correctly sharing information — this takes time to do.”NEM Foundation background
The NEM foundation was started in 2017, two years after the launch of NEM (XEM), an out-of-the-box, enterprise-grade blockchain platform. It is based in Singapore and in charge of developing and promoting NEM. According to its website, the sole purpose of the foundation is to introduce, educate and promote the use of the NEM blockchain technology platform on an international scale to all industries and institutions.
NEM co-founder Lon Wong was the founding president of the NEM Foundation until his resignation in early April 2018.
Since April 2018, Kristof Van de Reck served as the interim president of the NEM Foundation until Alexandra Tinsman was voted in as president on Dec. 14, along with newly elected members of the executive committee and council.
Only eligible NEM members can vote in NEM council elections. To become eligible, individuals need to be a minimum of 21 years old, pay the annual membership fee ($50 for individuals/$500 for corporations with fewer than 25 employees/$1,000 for corporations with 25 or more employees) and comply with certain Know Your Customer (KYC) requirements.
The 2018 NEM Foundation election process didn’t go smoothly either, as confirmed in a post-election message from then-Interim President Kristof Van de Reck.
Only 202 membership accounts were white-listed to vote, the most common reason for membership applications failing being KYC issues and tainted memberships. Some membership applications were refused to due to human error, there were issues with the registration site not being able to accept new membership application sign-ups, the NEM Medium account (where most of the election guides were housed) was suspended midway through the voting process, and there were issues with the Ledger Nano wallet that forced some members to vote manually.
Of the 202 eligible voters, only 148 voted, due in part to the issues mentioned above.
Although Tinsman repeatedly stated that the NEM Foundation operates as a separate entity to the NEM blockchain platform, the actions of the NEM Foundation have an undeniable impact on the price of XEM, as pointed out by community member Dan_V.
“I understand that the Foundation is not NEM, however it seems to have an uncanny ability to cripple most parts of it – whether that is through infighting, unprofessional behaviour by representatives of the council or just lack of direction for NEM as a whole.”
The announcement on Jan. 31, 2019 wiped more than $65 million from the XEM market cap in one day.
How did the NEM Foundation get into such deep financial difficulty?
The announcement touched upon some surface level reasons that led to the foundation’s current financial problems, including misaligned goals from key staff members, efforts being duplicated, inconsistent success metrics, little accountability for funds and a questionable return on investments (ROI). As a result, the foundation burned through 9 million XEM per month (approximately $350,000).
The “Crypto Winter” was another given reason, pointing to the long cryptocurrency bear run that saw billions being wiped off the crypto market as a whole since January 2018. However, community members took a more accusatory tone.
Jelin1984 accused ex-NEM Foundation President and NEM co-founder Lon Wong of taking some of the funds to develop another crypto project called ProximaX. The accusation is complicated by the fact that NEM and ProximaX continue to have a very close working relationship. In additional information released by the NEM Foundation, it also came to light that 80 million XEM (approximately $3.1 million) was spent between December 2017 and January 2019. Wong was president of the foundation for four of those months. Both Tinsman and Wong deny the accusations.
In a separate blog post, Wong addressed the whole issue:
“During my term as NEM Foundation President, I, along with the rest of the NEM Foundation Council, managed our funds prudently. We requested for only 50% of the fund that was approved to be spent for 2017.”
Tinsman addressed the accusation directly in the community forums.
“No one is accusing Lon of taking funds. Please don’t spread this misinformation. Lon Wong was a co-founder and the first President of the NEM Foundation which started in early 2017, two years after the launch of NEM. Lon left the NEM Foundation in April of 2018. Since that time he has been focusing on a project called ProximaX, in which is he the President. The NEM Foundation wishes Lon and ProximaX success in the future.”
Another community member, Jleony, accused foundation staff of using funds for personal enjoyment and profit:
“So sad, people [NEM Foundation employees] were using the fund for personal enjoyment and profit without regards to the project’s success.”
Again, Tinsman was forced to address the accusations:
“Hi, this is not true. No one was using the funds for personal enjoyment. There weren’t effective policies put in place in 2017 and 2018 that captured all data spend BUT from the records we do have, we can see that funding was mainly spent on marketing, events, salaries, travel and trainings. We have shared complete transparency with the devs on all the auditing from 2018. This is why the new NEM Foundation restructure was immediately put into place. The new policies and moving to a product-focused structure offers complete transparency to the community on how funds will be spent and allocated.”“We can solve this.”
The good news, according to the announcement, is that the NEM foundation’s current financial and operational problems are fixable.
To do this, they have proposed a number of drastic changes to how the foundation is run and what its operational focus should be:
“So here’s where we currently stand. We have completely rebuilt the NEM.io Foundation’s operating structure and mission. We are hitting refresh and starting from scratch. This means a new focus under this new leadership and a NEM Foundation that truly exists to serve and support its powerful community.”
They are changing from a decentralized promotional organization, with regional teams that had a great deal of freedom, to a product-focused organization with more traditional lines of reporting. Foundation employees and contractors will now have to report to one of the seven product heads — which include a chief technology officer, chief of product management, chief financial officer, chief business development officer, chief operations officer, chief marketing officer and chief revenue officer.
In the spirit of transparency and accountability, the product heads will then have to report metrics and deliver ROI directly to the council and community. All funds spent will reportedly flow through the head of finance (CFO) and adhere to accounting standards.
The foundation will also be making drastic budget cuts, which include reducing the previous burn rate of 9 million XEM per month by 60 percent, putting all partnerships and projects on hold until further notice, and reducing the 150-strong staff headcount through planned layoffs.
All the changes are in an effort to move the foundation from promotional driven organization, including marketing and training, to a more traditional, centralized business model, driven by revenue and product development.
Plans have also been revealed to raise additional funding of 160 million XEM (approximately $6.2 million) through a proposal to the community — i.e., asking the NEM community to plug the funding gap.
NEM Foundation President Alexandra Tinsman has confirmed that a full report of the restructure and funds being requested is in its final stages of preparation and will be released to the community as soon as the core developers and legal teams have had time to review the proposal and audits.
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