Autore: martechcubejohn

Every year on the 8th of March, we celebrate International Women’s Day to pay tribute to the strength and essence of femininity. But considering the societal expectation that is often placed on women, a question that concerns us is: “Why is this celebration limited to one day?”

Today, “woman” is no longer a damsel in distress; rather, she has evolved into an exceptional leader who achieves new heights despite all the challenges that she faces every day.

Over several decades, the IT industry has prominently reflected a male-dominated landscape. This observation finds support in a noteworthy survey conducted by Dice’s Equality Tech Report (2021) involving 9000 IT professionals that shed light on a substantial gender disparity within the tech sector. According to the report, 57% of women employed in the IT sector reported gender discrimination in their workplace. In stark contrast, merely 10% of men acknowledged having faced similar experiences.

The above statistics are quite concerning and make us realize the existence of a pronounced gender imbalance and its importance in recognizing these patterns, indicating a broader issue. It calls for a collaborative effort to raise pertinent questions about inclusivity and equal opportunities in the IT domain, address systemic challenges, and work towards creating a more balanced and supportive IT industry for everyone involved.

As we celebrate women’s contribution to the IT industry, it's essential to recognize the importance of creating a supportive and inclusive environment that empowers women to thrive. By fostering a culture of equality, respect, and opportunity, organizations can unlock the full potential of their female talent pool and drive innovation and growth. From promoting flexible work arrangements to implementing mentorship and leadership development programs, there are countless ways to support and empower women in IT.

In conclusion, women have played a transformative role in shaping the IT industry and making the impossible possible. Their invaluable contributions, resilience, and leadership have paved the way for a more diverse, inclusive, and innovative future. As we celebrate their achievements, let us continue to champion equality and opportunity for women in technology, ensuring that their voices are heard, and their talents are recognized and valued. Together, we can create a brighter and more promising future for all.

To Know More, Read Full Article @ https://ai-techpark.com/women-in-tech/ 

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Information Security and the C-suite

Over the last few decades, innovative technologies have changed the future of business dynamics. Therefore, every industry uses the latest technologies to move forward, and CIOs are responsible for driving such technological changes within organizations. According to Globe Research, it has been witnessed that more than 27.7% of digital transformation for better customer experience (CX) initiates are sponsored or owned by CIOs, which indicates the rapid change in customer expectations.

For a better understanding and deployment of innovative digital transformation, CIOs need to work closely with other C-suites and department managers to enhance the customer experience and gain a competitive advantage in this digitized world.

Innovate the Customer Journey

With the recent development of technologies, companies are accelerating their business to attract innovative services and retain customers looking for a better-personalized experience, fast and secure applications, or software. Further, the new applications enable dynamic online ordering operations, such as same-day delivery or pickup, which helps customers interact with the organizations instantly.

For a better understanding of the applications or software, CIOs and business leaders can come up with an entire customer journey strategy involving the front end and the back end, making sure the circle is completely connected. Let’s consider the example of Zara, a multinational fashion company that announced that they are closing their 1200 stores across the USA and will start investing in developing an integrated omnichannel journey that will cost more than $3.1 million. This revolutionary change will help e-commerce, the supply chain industry, software development companies, and inventory management companies take innovative steps and make proactive approaches to problems and opportunities to identify resolutions.

Digital transformation, especially to upgrade the customer experience, is a journey; therefore, CIOs must be ready to restructure their strategies numerous times so that they fit their business objectives and goals. However, to embrace such change, CIOs are required to collaborate with every business leader and employee in the organization to increase the speed of executing data strategies, improve the customer experience, and conduct continuous reassessment of the change management process.

To Know More, Read Full Article @ https://ai-techpark.com/3-innovative-cio-strategies-for-enhanced-customer-experiences/ 

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Can you share your vision for ABBYY? What are your long-term goals and aspirations for the organization?

We envision a world where organizations can put their information work more seamlessly, enabling businesses to provide customers with experiences that make their lives better, more productive, and fulfilling. We support this vision by drawing from over 30 years of experience as a trusted and innovative organization with a successful track record, and we use that confidence to transform businesses’ outcomes. We know we’re on the right track because we’ve been recognized by more than a dozen influential analyst firms as a leader in intelligent document processing (IDP) and process mining. Additionally, we have more than 10,000 customers worldwide, including many in the Fortune 500, who trust us to power their intelligent automation. No matter what document, format, language, or context we’re working with, we have the expertise to meet and exceed client expectations – and that remains as ABBYY’s ultimate goal.

In your view, what do you perceive as the most noteworthy challenges confronting the IT services industry at present?

One of the biggest challenges – and opportunities – is the need to create impact and value for customers. KPIs like time to production, time to value and quality during production are more important than ever, meaning software vendors must become top quality service providers. The Software As A Service (SaaS) model also means customers can more easily switch providers if they are not seeing the expected value. An aspect to this is that we are moving from a vendor, buyer relationship to a partnership built on technology, service provision, and innovation. We strive to be a trusted partner to our customers in all questions around IDP and process understanding.

Another major challenge is the currmaent economic and labor environment that has caused many decision makers to pause on major IT initiatives. Discrepancies in tech stacks between departments coupled with overzealous budgets during 2020-2021 left many organizations with technical debt, further causing CIOs to pause innovation until they have a clearer strategy on their roadmap. It’s prudent for innovation leaders to understand what their organization does or does not need, the technologies to adopt, and what will advance their business goals. It’s very similar to where enterprises were in 2020. We’re here to help them navigate through the hype of technology, especially as it relates to AI, and cut through the noise to know how to optimize operational efficiency, enhance workforce productivity and improve customer experiences. 

To Know More, Read Full Interview @ https://ai-techpark.com/aitech-interview-with-ulf-persson-ceo-at-abbyy/

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In the fast-growing digital world, deep learning (DL) and big data are highly used methods for data scientists. Numerous companies, such as Yahoo, Amazon, and Google, have maintained data in Exabytes, which helps generate large amounts of data with the help of big data analytics and deep learning tools and techniques.

Earlier data scientists used traditional data processing techniques, which came with numerous challenges in processing large data sets. However, with technological advancements in recent years, data scientists can utilize big data analytics, a sophisticated algorithm based on machine learning and deep learning techniques that process data in real-time and provide high accuracy and efficiency in business processes.

In recent times, it has been witnessed that DL methods are extensively used in healthcare, finance, and IT for speech recognition, learning methods in language processing, and image classification, especially when incorporated into various hybrid learning and training mechanisms for processing data with high speed.

Today’s exclusive AI Tech Park article aims to discuss integrating deep learning methods into big data analytics, analyze various applications of deep learning in big data analytics, and discuss the future of big data and deep learning.

Efficient Deep Learning Algorithms in Big Data Analytics

Deep learning is a subset of machine learning (ML), and it is considered the trendiest topic as DL is adopted in almost every field where big data is involved.

Every year, IT companies generate trillions of GBs of data, which makes extracting useful information a challenging task for them. Therefore, the answer to such a problem is deep learning, which automatically learns the hidden structure and patterns in the raw data using ML techniques.

Some deep learning models and algorithms show great potential in unleashing the complexity of patterns within big data analytics. In this section, we will take a glance at the effective ways data scientists can utilize deep learning techniques to implement big data analytics:

Preparing the Data

The initial step to implementing deep learning in big data analytics is data preparation. The quality of data used in training data learning models must be accurate to the model prepared by data scientists and IT professionals. Therefore, it is essential to ensure that the data is well structured and clean and should work as a problem solver.

To Know More, Read Full Article @ https://ai-techpark.com/deep-learning-in-big-data-analytics/

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Information Security and the C-suite

In the rapidly evolving landscape of artificial intelligence (AI), media companies and other businesses alike continue to find themselves entangled in a web of lawsuits and public criticism, shining a spotlight on the issue of ethical transparency. Journalism has long been plagued by issues around deception — consumers often wonder what’s sensationalism and what’s not. However, with the latest casualty in the ongoing Sports Illustrated debacle, whose reputation greatly suffered after being accused of employing non-existent authors for AI-generated articles, a new fear among consumers was unlocked. Can consumers trust even the most renowned organizations to leverage AI effectively?

To further illustrate AI’s negative implications, early last year Gannett faced similar scrutiny when its AI experiment took an unexpected turn. Previously, the newspaper chain used AI  to write high school sports dispatches, however, the technology proved to be more harmful than helpful after it made several major mistakes in articles. The newspaper laid off part of its workforce, which was likely in hopes AI could replace human workers.

Meaningful Change Starts at The Top

It’s clear the future of AI will face a negative outlook without meaningful change. This change begins at the corporate level where organizations play a key role in shaping ethical practices around AI usage and trickles down to the employees who leverage it. As with most facets of business, change begins at the top of the organization.

In the case of AI, companies must not only prioritize the responsible integration of AI but also foster a culture that values ethical considerations (AI and any other endeavor), accountability, and transparency. By committing to these principles, leadership, and C-level executives set the tone for a transformative shift that acknowledges both the positive and negative impact of AI technologies.

To avoid any potential mishaps, workforce training should be set in place and revisited at a regular cadence to empower employees with the knowledge and skills necessary to combat the ethical complexities of AI.

However, change doesn’t stop at leadership; it also relates to the employees who use AI tools. Employees should be equipped with the knowledge and skills necessary to navigate ethical considerations. This includes understanding the limitations and biases as well as learning from the mistakes of others who’ve experienced negative implications using AI technologies, such as the organizations previously aforementioned.

To Know More, Read Full Article @ https://ai-techpark.com/how-to-reconcile-lawsuits-and-public-backlash/

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There has always been a growing concern and realization of the need for environmental, social, and governance (ESG) factors as a critical component for successful business development across all sectors. From customers to stakeholders, regulators have been insisting companies consider the environmental impact and contribute their share of corporate social responsibility (CSR) programs to developing a greener society.

Consequently, with the rising competition, ESG factors have arisen as crucial considerations for IT organizations across the globe.

Therefore, to ignite that constant innovation and sustainability consciousness in a business, the Chief Technology Officer (CTO) must come forward to develop a strategic company by uniquely positioning the leverage of numerous technologies that eventually help the company stand out from its competitors.

Today’s exclusive AI Tech Park article aims to highlight the role of the CTO in the ESG journey and how implementing ESG will transform your IT organization.

The Relationship Between ESG and the CTO

The CTOs are the driving force behind the ESG initiative in an IT organization; however, the contribution of employees is equally vital to getting on board for a dignified project. The employees and C-suites need to understand the company’s vision and guide the CTO and IT employees to positively adopt the new ESG practices and prototype sustainability goals that will benefit the overall business. Let’s focus on some of the steps the CTOs can take to adopt their achievable sustainability goals:

Reputational Risk

The failure to integrate the ESG program into the business model can lead to reputational damage and legal risks for the IT firm. CTOs can clearly define their ESG agenda with the help of a supportive ESG team. Further, CTOs need to ensure that the investors are well aware of the required ESG information to let them participate in strategizing ESG goals rather than depending on third-party agencies.

As we move into a digitized business landscape, the incorporation of ESG has become an essential component of profitable business. The technologies implemented can be leveraged as a form of an ESG enhancement strategy with data and insights. CTOs and IT professionals also need to address ESG issues and integrate a modern approach that aligns security practices with business objectives.

To Know More, Read Full Article @ https://ai-techpark.com/the-role-of-ctos-in-esg/

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Eric, could you please introduce yourself and elaborate on your role as president at ProserveIT?

Hello, I’m Eric Sugar, President at ProServeIT, my focus is on helping clients set their strategic direction with regards to technology that enables their business.  Eric’s passion is teaching how technology can be leveraged by businesses to enable growth and added value.  As President at ProServeIT  I support our clients and team in creatively deploying and using technology.

Eric holds a Bachelor of Arts (Economics and Math) from the University of Toronto.

I’m an avid rower, cyclist and hockey player who can put a golf ball in the woods better than most.

Can you provide a concise overview of Zero Trust Architecture and its significance in modern cybersecurity?

Zero Trust Architecture (ZTA) is a security model that assumes that any user, system, or service operating within or outside of an organization’s network perimeter is untrustworthy until proven otherwise. It is based on the principle of “never trust, always verify” and requires strict identity verification for every person and device trying to access resources on a private network, regardless of their location. The principles behind a Zero Trust network include Identity and Access Management (IAM), Data Protection, and Network Segmentation

In the context of ZTA, how does the concept of “never trust, always verify” apply to both internal and external network environments? What are the key implications of this approach for organisations?

In the context of ZTA, the concept of “never trust, always verify” applies to both internal and external network environments. This approach has key implications for organizations, as it requires them to implement strict identity verification and access controls for every person and device trying to access their resources, regardless of their location. This helps organizations mitigate cybersecurity risks and protect sensitive data effectively

What are the key benefits of implementing Zero Trust Architecture, and how does it help organisations mitigate cybersecurity risks and protect sensitive data effectively?

The benefits of implementing ZTA include reducing the attack surface and preventing lateral movement by attackers within the network, as each resource is isolated and protected by granular policies and controls. It also enhances the visibility and monitoring of network activity and behavior, as each request and transaction is logged and analyzed for anomalies and threats.

To Know More, Read Full Interview @ https://ai-techpark.com/ai-tech-interview-with-eric-sugar-president-at-proserveit/

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In a highly regulated business environment, it is a challenging task for IT organizations to manage data-related risks and compliance issues. Despite investing in the data value chain, C-suites often do not recognize the value of a robust data governance framework, eventually leading to a lack of data governance in organizations.

Therefore, a well-defined data governance framework is needed to help in risk management and ensure that the organization can fulfill the demands of compliance with regulations, along with the state and legal requirements on data management.

To create a well-designed data governance framework, an IT organization needs a governance team that includes the Chief Data Officer (CDO), the data management team, and other IT executives. Together, they work to create policies and standards for governance, implementing, and enforcing the data governance framework in their organization.

However, to keep pace with this digital transformation, this article can be an ideal one-stop shop for CDOs, as they can follow these four principles for creating a valued data governance framework and grasp the future of data governance frameworks.

The Rise of the Chief Data Officer (CDO)

Data has become an invaluable asset; therefore, organizations need a C-level executive to set the company’s wide data strategy to remain competitive.

In this regard, the responsibility and role of the chief data officers (CDOs) were established in 2002. However, it has grown remarkably in recent years, and organizations are still trying to figure out the best integration of this position into the existing structure.

A CDO is responsible for managing an organization’s data strategy by ensuring data quality and driving business processes through data analytics and governance; furthermore, they are responsible for data repositories, pipelines, and tools related to data privacy and security to make sure that the data governance framework is implemented properly.

The Four Principles of Data Governance Frameworks

The foundation of a robust data governance framework stands on four essential principles that help CDOs deeply understand the effectiveness of data management and the use of data across different departments in the organization. These principles are pillars that ensure that the data is accurate, protected, and can be used in compliance with regulations and laws.

C-suites should accept the changes and train themselves through external entities, such as academic institutions, technology vendors, and consulting firms, which will aid them in bringing new perspectives and specialized knowledge while developing a data governance framework.

To Know More, Read Full Article @ https://ai-techpark.com/chief-data-officer-in-data-governance/

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Recently 70-year-old Burke Porter Group rebranded as Ascential Technologies, uniting 18 brands across medical & life sciences, transportation, and specialty Industrial end markets. The company’s mission is to play an “Ascential” role for customers throughout the product life cycle, especially when quality and safety matter most.

We had the opportunity to sit down with Jeffrey Moss, who assumed the role of CEO at Ascential Technologies a little over a year ago. During our conversation, we discussed the company’s strategic direction, its commitment to innovation, and the key drivers fueling its future growth.

Jeff, please introduce yourself to our audience and tell us about your professional trajectory that led to your current role as CEO of Ascential Technologies.

With more than 30 years in the industry, I’ve been fortunate to have worked in various strategic and leadership positions that have shaped my career. Over the years, I have helped build robust global infrastructures and successful teams in advanced manufacturing technologies like robotics, automation, laser processing, material handling, and more. I developed my entrepreneurial spirit early in my career, working in industries ranging from automotive and aerospace to telecommunications. These experiences prepared me for my current role to lead Ascential Technologies into a future defined by innovation, customer dedication, and market success.

Can you tell us about the rebranding process from Burke Porter Group to Ascential Technologies?

Our new brand, Ascential Technologies, reflects the essential role we play in helping customers across the entire product lifecycle in situations where quality and safety matter most. The new brand simplifies our message to the market and reflects our continued commitment to innovation, technology, and excellence. Our 18 brands are now divided into three divisions.

Burke Porter division serves the Transportation Industry, expanding on our 70 years of innovation. This division stands as an industry pioneer and leader in end-of-line testing and laboratory dynamometers and boasts thousands of installations worldwide. The division’s expertise now extends to encompass a broader spectrum of mobility solutions. This includes onboard diagnostic (OBD) consultation and verification, precision machining for production processes, lifecycle testing services, propulsion module assembly balance, and test automation, as well as a range of aftermarket products such as ADAS (Advanced Driver Assistance Systems) calibration services, the foundation of which lies in data and analytics.

To Know More, Read Full Interview@ https://ai-techpark.com/aitech-interview-with-jeffrey-moss/

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In the early 2000s, many companies and SMEs had one or more C-suites that were dedicated to handling the IT security and compliance framework, such as the Chief Information Security Officer (CISO), Chief Information Officer (CIO), and Chief Data Officer (CDO). These IT leaders used to team up as policymakers and further implement rules and regulations to enhance company security and fight against cyber security.

But looking at the increased concerns over data privacy and the numerous techniques through which personal information is collected and used in numerous industries, the role of chief privacy officer, or CPO, has started playing a central role in the past few years as an advocate for employees and customers to ensure a company’s respect for privacy and compliance with regulations. 

The CPO’s job is to oversee the security and technical gaps by improving current information privacy awareness and influencing business operations throughout the organization. As their role relates to handling the personal information of the stakeholders, CPOs have to create new revenue opportunities and carry out legal and moral procedures to guarantee that employees can access confidential information appropriately while adhering to standard procedures.

How the CISO, CPO, and CDO Unite for Success

To safeguard the most vulnerable and valuable asset, i.e., data, the IT c-suites must collaborate to create a data protection and regulatory compliance organizational goal for a better success rate.

Even though the roles of C-level IT executives have distinct responsibilities, each focuses on a single agenda of data management, security, governance, and privacy. Therefore, by embracing the power of technology and understanding the importance of cross-functional teamwork, these C-level executives can easily navigate the data compliance and protection landscape in their organizations.

For a better simplification of the process and to keep everyone on the same page, C-suites can implement unified platforms that will deliver insights, overall data management, and improvements in security and privacy.

Organizational data protection is a real and complex problem in the modern digitized world. According to a report by Statista in October 2020, there were around 1500 data breaching cases in the United States where more than 165 million sensitive records were exposed. Therefore, to eliminate such issues, C-level leaders are required to address them substantially by hiring a chief privacy officer (CPO). The importance of the chief privacy officer has risen with the growth of data protection in the form of security requirements and legal obligations.

To Know More, Read Full Article @ https://ai-techpark.com/data-privacy-with-cpos/

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