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Test Code : C9520-427
Test denomination : IBM Digital suffer 8.5 Fundamentals
Vendor denomination : IBM
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IBM IBM Digital suffer 8.5

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Hyundai Card ∙ industrial faucet IBM To hurry up Digital Transformation | killexams.com real Questions and Pass4sure dumps

- Hyundai Card improves consumer delight using IBM Watson AI chatbot

- Hyundai industrial works with IBM to create blockchain-primarily based platform to extend its commercial financing features

SAN FRANCISCO, Feb. 13, 2019 /PRNewswire/ -- right through IBM feel, Hyundai Card ∙industrial (www.hyundaicard.com), financial capabilities subsidiaries of Hyundai and Kia Motors, introduced today they are working with IBM (NYSE: IBM) to enhance their exercise of cloud-based mostly AI and blockchain technology with the purpose of improving the customer journey and increasing their monetary services enterprise globally.

IBM organisation brand. (PRNewsfoto/IBM)

greater

The information was shared complete through IBM feel 2019, IBM's annual convention focused on expertise and company. 

For the first time in the Korean finance industry, Hyundai Card has added an AI-based chatbot for consumer service. Named 'Hyundai Card friend,' it engages with consumers to reply commonplace questions directly; whereas releasing Hyundai professionals to tackle extra advanced client carrier wants. South Korea has one of the most maximum rates of cyber web exercise than any other country on this planet, so Hyundai Card friend is a herbal artery to expand valued clientele' digital experience. Hyundai Card chum has helped 1000000 clients due to the fact that it has launched.  

The system always learns via interactions with clients and with the aid of relying on herbal language processing and computing device studying technology from IBM Watson, Hyundai Card friend is in a position to remember hidden that means, interpret client questions and supply answers and assistance to expand the client journey and streamline customer service operations.

additionally, Hyundai commercial, a corporate finance trade that gives leasing and financial functions for trade vehicles and construction gadget, is taking allotment with IBM to apply blockchain and modernize its trade mannequin. using the open supply Hyperledger textile to create a brand novel give chain financing ecosystem for Hyundai commercial, the community is designed to in the reduction of lead times and fees in economic transactions among dealers, distributors, and producers. The network for trade financing will give contributors with a unique view of complete transactions occurring in the community whereas automating manual tactics and enabling transaction statistics to live securely managed and shared greater effectively.

"it's basically unimaginable to thoroughly sustain in reason or memorize the benefits, limits, or situations of a finance product. client capabilities employees' turnover expense and working towards can suffuse is very tall while the shoppers require tall excellent service. So they delivered IBM Watson and it grew to become a very powerful implement to aid their employees and helped us to lower their worker turnover expense to under 10%," mentioned Ted Chung, CEO of Hyundai Card ∙ Hyundai Capital ∙Hyundai industrial.

"Korea enjoys a digital-first fiscal capabilities trade by which the rapid adoption of applied sciences similar to synthetic intelligence, analytics, blockchain and cloud are improving the client suffer and assisting extend into novel opportunities. Working with IBM, Hyundai Card ∙ Hyundai industrial has pioneered these novel technologies and has been a tenacious innovator within the industry," stated Andrew Chang, ordinary supervisor, IBM Korea.

IBM is a global chief in AI software, services, and know-how for company. IBM has deployed Watson options in thousands of engagements with customers across 20 industries and 80 nations.

Story continues

additionally, IBM is diagnosed as the main trade blockchain company and has labored with hundreds of consumers across financial features, give chain, executive, retail, digital rights administration and healthcare to establish in force blockchain functions. The cloud-primarily based IBM Blockchain Platform provides the end-to-end capabilities that customers deserve to birthright away set off and correctly strengthen, operate, govern and comfy their own trade networks.

About assume 2019At suppose 2019, IBM will contour novel offerings, client engagements, partnerships, know-how breakthroughs and developer tools that underscore how IBM and partners are altering the manner the belt works. For more tips, talk over with the IBM consider 2019 Newsroom: https://newsroom.ibm.com/believe. follow the convention on Twitter at #think2019 and @ibmlive, and depart to https://www.ibm.com/pursuits/consider/ for the complete agenda and are animated streaming agenda.

Media Contact:Christina Trejo848.702.4607Christina.Trejo@ibm.com

View fashioned content to down load multimedia:http://www.prnewswire.com/news-releases/hyundai-card--industrial-tap-ibm-to-speed up-digital-transformation-300794754.html


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Digital consulting firms emerge as colleague segment | killexams.com real questions and Pass4sure dumps

With digital transformation on the lips of many trade leaders, it was probably only a matter of time before channel partners would emerge to target the opportunity.

That time appears to live now as a subgroup of channel companies is now coalescing around such labels as "digital solutions integrators" and "digital consulting firms." Partners in this category don't meet the typical model. Some aim to combine the creative drive of digital agencies with the engineering skills of old-school systems integrators. Some eschew the channel resale approach, playing a strictly advisory role with their clientele and venturing into virtual CIO services. And many aren't large IT enterprises with widely known brands.

One thing they hold in common: an interest in helping customers navigate digital transformation initiatives or structure the foundation for future transformative projects.

But to service such customers, channel partners may need to conclude their own bit of transformation to emerge as digital consultants and integrators. The job goes far beyond hanging out a novel digital shingle. Will Clevenger, chief strategy officer at Quisitive, a digital transformation consultant with offices in Dallas and Denver, said IT services firms that want to depart digital need to reevaluate talent, adjust their compensation models, rethink sales and marketing strategies and change how they deliver services to clients.

"All of those elements really believe to transform," Clevenger said.

In Quisitive's case, the company exited its previous mainstay trade of structure portals for customers and redirected its technical talent to focus on creating customer suffer platforms using technology such as Sitecore.

"We retooled ... to deliver in that area," Clevenger said.

Clevenger cited the need for commitment as service providers embark on their transformations, noting that the process is sometimes painful.

"A lot of IT services firms realize they believe to reposition themselves," he said. "They are repositioning from a marketing perspective, changing the vernacular they exercise to narrate themselves, changing the description of services. But they haven't reorganized or let depart of legacy services. They are just putting a novel veneer on ... what they were already doing."

Graphic describing the characteristics of digital consulting firms and digital solutions integrators An emerging colleague category combining elements of different trade models Digital consulting firms: What are they?

Becoming a bona fide digital consulting firm, in Clevenger's view, requires a combination of creative thinking and user-experience design, abysmal engineering expertise, trade process learning and change management skills. Companies in this space must live allotment digital agency, allotment IT services provider and allotment management consulting firm.

Those components, however, need to co-exist under one roof as opposed to functioning as a collection of loosely coupled profit-and-loss entities, Clevenger added. He said Quisitive is organized around customer teams that bring those skills and services together.

A lot of IT services firms realize they believe to reposition themselves. Will Clevengerchief strategy officer, Quisitive

The current shove to recast IT services companies as digital consultants harkens back to the early 2000s and the dot-com era, which saw a few attempts to bring together internet consulting firms, interactive marketing agencies and IT services companies. The mash-ups weren't always successful (see sidebar). More recently, big-name consultancies such as Accenture, Deloitte and PwC believe been busily purchasing digital agencies.

However, the latest crop of typically smaller boutique digital consultancies are now attracting the attention of some of the IT industry's largest vendors.

Microsoft, for example, has assembled a group of digital consulting firms to serve as the company's sounding board for digital transformation initiatives. The first meeting of the software giant's Microsoft Customer date Alliance took plot in July at the Microsoft Inspire colleague conference. Alliance participants include Infusion, Perficient, Quisitive, Rightpoint and SapientRazorfish.

A spokeswoman for Microsoft outlined four characteristics of digital consulting companies:

  • An understanding of a customer's trade strategy and how that strategy can live executed to drive a digital agenda.
  • The skill to drive both people- and process-centric change management initiatives as allotment of a digital transformation program.
  • The skill to quickly demonstrate digital solutions to business-focused goals and problems with respect to rapid digital designing and prototyping.
  • The skill to accurately assess the value a digital transformation program brings -- before and after the engagement.
  • Cisco, meanwhile, is likewise cultivating relationships with digital consulting firms. The company piloted a Digital Solutions Integrator program during its 2017 fiscal year, which ended in July. Rick Snyder, senior vice president of the Americas colleague Organization at Cisco, said his team "saw a need in the market for this kind of boutique consultant to really complement" the vendor's traditional channel partners.

    Specifically, Cisco aims to match up its traditional resale partners, service providers and systems integrators with digital solutions integrators with expertise in such areas as DevOps, cloud computing, stout data analytics and the internet of things. Snyder pointed to the instance of Xentaurs, a digital consulting difficult based in Santa Ana, Calif., and a member of Cisco's Digital Solutions Integrator program. The company, he said, works with Cisco resale partners, shoring up gaps in such areas as DevOps and analytics.

    "They really succor them win that first stout deal ... and along the artery they succor that colleague set up and start structure a DevOps or analytics practice," Snyder said.

    Snyder said Cisco is now globally expanding its Digital Solutions Integrator program, which was piloted in the vendor's Americas region. The program currently includes 20 partners in the U.S. with two more pending, one colleague pending in Latin America, and five partners expected to relate during the second half of FY 2018 in the Asia/Pacific Japan region, according to Cisco.

    Common themes among those companies, he said, include an emphasis on consulting services and the skill to address both the IT department and front-office executives.

    "In many cases, they are talking to IT -- they've got domain capabilities there -- but they are likewise talking to the C-suite," he explained.

    Like Microsoft and Cisco, IBM is likewise looking to develop partnerships with digital consultants. "Digital consultants and digital system integrators are key to their ultimate goal of helping their partners build more cloud and cognitive/AI solutions for their customers," said Josep Casellas, worldwide systems integrators sales manager at IBM Software Group, in an email.

    Casellas said that while the customer require for digital consultants and integrators is high, there aren't many companies lively in the market today. As a result, IBM is trying to train and succor partners obtain the necessary skill set through its channel program. "We commemorate for partners with a presence in the market, proven expertise in structure and deploying knotty projects and abysmal learning in [vertical markets] like healthcare, banking, manufacturing or education. Then they succor them build core competencies in cutting-edge areas like analytics, cloud, cognitive computing and security through their PartnerWorld program," he said.

    He cited two IBM partners that are working with customers on digital transformation projects: Augusta Hitech and ClearObject Inc. Augusta Hitech, an ISV with expertise in the healthcare space, is helping software-as-a-service provider PARx Solutions migrate from its colocation data center servers to the IBM Cloud, he said.

    Meanwhile, IT services company ClearObject is working with the city of Fishers, Ind., to develop the Indiana IoT Lab, an internet of things technology incubator. "Through the incubator, ClearObject plans to succor Indiana agricultural companies, transportation companies and manufacturers digitally transform with IBM Cloud and IoT technology," Casellas said.

    Digital consultants pursue perpendicular orientation

    Expertise in an industry perpendicular is another characteristic of digital consultants, Snyder noted.

    That's indeed the case for one of Cisco's digital consulting allies, VertitechIT, a Holyoke, Mass., IT advisory difficult that focuses on the healthcare vertical. The company launched a dozen years ago in the telecom carrier field, pursuing networking and convoke center opportunities. The company's telecom carrier connections led to an introduction to its first healthcare customer, noted Michael Feld, VertitechIT's CEO.  That was seven years ago. Today, the healthcare perpendicular is contributing nearly 80% of the company's business.

    As the company sharpened its perpendicular focus it likewise acquired deeper consulting skills, hiring "business generalists with a tenacious technical bent," according to Feld.

    VertitechIT executives said the company's approach departs from conventional IT consultants in that it considers a client's systems and processes to create a strategic solution, rather than fixing a technical problem. As a strategic advisor -- VertitechIT offers virtual CIO services -- the company doesn't act as a reseller. Instead, it teams with reseller partners such as ePlus.

    VertitechIT's financial consulting is another departure from the typical channel colleague and one that fits with customer's digital transformation aspirations. How to fund projects ranks among the top barriers to transformation: A recent Logicalis survey reported only 33% of the CIOs it polled plot to expand digital transformation budgets.

    Against that backdrop, VertitechIT looks for monetization opportunities to free up dollars for its healthcare clients. In one example, the company is working with a hospital in novel England to establish a joint venture that will provide IT and convoke management services to physician practices, Feld said. VertitechIT will split the profit with the hospital. Feld said he expects the venture, slated to launch in the second quarter of 2018, to generate $2 million in annual revenue with margins in the 10% to 20% range.

    However, Jonathan Butz, executive project officer at VertitechIT, said such monetization efforts won't occur unless the healthcare client's underlying infrastructure is in order, noting that VertitechIT advises customers on hyper-converged infrastructure and cloud computing options. It's a matter of getting down to basics.

    "We talk about the cessation state where [customers] want to depart [but] 90% of the labor is blocking and tackling," Feld added. "Digital transformation is the analytic cessation to the blocking and tackling they conclude with the institution."

    Online trade Systems (OBS), a trade and IT consulting firm, said digital transformation projects can finger complete aspects of their customers' organizations and involve everything from a trade strategy down to operations. OBS, based in Winnipeg, Man., provides a orbit of offerings, including digital suffer services, and works in financial services, healthcare, energy and agribusiness markets.

    "We view the whole spectrum of digital transformation" among customers, said Sheryl Clusiault, senior manager of marketing at OBS. "I assume many of [our] customers are probably at the earlier stages than they might even realize. ... They are working with some customers today that are reviewing their entire trade model ... [and] lamentable the traditional trade model to a unadulterated digital model."

    Where traditional channel firms meet in

    Advanced Technology Services Inc. (ATS), a managed service provider (MSP) based in Peoria, Ill., likewise works with customers on the fundamentals of digital transformation. ATS lends an outsider's insight to a client's transformation challenges and provides IT champion services that free client's resources to pursue transformation initiatives, according to David Corey, vice president of IT Services at ATS.

    Corey said internal IT staffers can comeby pulled in different directions and lose sight of digital transformation goals. For a novel customer, ATS conducts an initial assessment, identifying ache points and trade objectives, and recommends a path forward. A monthly or quarterly trade review helps sustain customers on the strategic track.

    Other MSPs are likewise following the path to digital transformation. In general, the skill to plug into a customer's trade strategy is an faultfinding consideration for both traditional channel partners and digital consulting firms.

    "We labor with their customer to understand their trade goals," Corey said. '"Digital transformation starts with developing a relationship with their customers where they believe a seat at the table."

    Seth Robinson, senior director of technology analysis at CompTIA, highlighted the value for traditional partners in understanding customers' trade strategies, as well as the strategic, rather than tactical, exercise of technology. The emergence of digital consulting firms could pose a challenge or even threat for traditional partners -- for example, if a digital consultant is capable of doing both the strategic and tactical labor for a customer.

    But at the identical time, partnering with digital consultants opens up an opportunity, Robinson noted. A traditional channel difficult and digital consultant could relate forces to provide customers with a wide scope of strategic and tactical work.

    "I assume there is some degree of opening for more traditional channel partners to examine partnerships and to device out where they meet into the puzzle," he said.



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