In today’s world where consumers are continuously bombarded with marketing messages; delivering the right ones, in the right context, and at the right time is essential.

More than ever, marketing teams are expected to drive revenue growth and, in a maturing telecom industry, exceptional customer experience and timely, relevant messages that hit the mark. Frankly, this is where telecom, media, and entertainment (TME) firms will succeed or fail.

Increasingly, a larger share of technology spending is being earmarked for marketing; specifically, initiatives focused on customer experience that incorporate technologies like big data, artificial intelligence, and machine learning. Simultaneously, organizations seek to integrate their existing marketing technology (martech) with new enterprise-wide investments to essentially create MarTech 2.0.

Read the full article on Enterprise IoT Insights

Capto's Co-Founder, Nick Vennaro comments on the possible benefits to healthcare providers if the Amazon, JPMorgan Chase, Berkshire Hathaway partnership is successful. Read his comments here.

With the proliferation of advanced marketing technologies (martech 2.0) and the promise they hold to spur revenue growth by considerably improving customer experiences, IT departments must accept an expanded role and collaborate closely with their marketing teams.

The emergence of artificial intelligence, machine learning, automation and data science provides marketers with the advanced technologies they need to help the companies they represent reach their revenue goals. There’s only one problem: the marketing team can’t turn these technologies into actionable, measurable and profitable outcomes without partnering with IT.  

To do this well and with a holistic view of digital transformation, a blueprint should be developed that strives to identify and examine the biggest and best market opportunities, the most useful and cost-effective technologies for IT and marketing teams, and where significant gaps exist.

Read the full article on CIO.com.

All 3 parts of this Blog Series can be found at InfoWorld.

Previously in this three-part series, I wrote about how to introduce microservices in a legacy environment and provided an overview of domain-driven design (DDD) and how this development philosophy can be used to represent the real world in code, while also being well-suited to a microservices implementation. This time, I cover some of the tools and frameworks that can be used when implementing microservices.

I deliberately saved the tools discussion for last because I often find clients like to jump into tools before they have completely thought through why, and if, a new architectural approach can or should be implemented in their environment. After you have decided that you should move to microservices then it’s appropriate to think about how it can be done and with what tools.

...Read blog 3 of 3

Original article published on Outsource Magazine

Outsourcing decisions often come down to a relatively simple cost-driven Return on Investment (ROI) calculation: how much will the cost change in each scenario and how quickly can that investment be recovered? 

On the surface, this purely economic approach seems appropriate enough. After all, economics are certainly important. But over-reliance on purely financial-driven outsourcing decisions is one of the biggest causes of the “strategy-to-execution gap,” namely the distance between a company’s business strategies and its ability to execute on them. 

To fully understand this, it’s imperative to discern what is frequently overlooked by the ROI calculation most companies make... 

...Read the full article at Outsource Magazine