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IBM is on the warpath to spend $20 billion with the aid of 2015.
large Blue these days achieved its third acquisition in as many months by means of purchasing Cúram application. by way of the appears of it, it is going to stretch that $20 billion across many small deals.
Cúram is a seven-hundred-worker business based in eire that makes software to assist governments control social programs, which it dubs "Social provider software beginning."
Over the previous two months, IBM opened its wallet for 2 different application corporations: safety software maker Q1 Labs, and grid-computing software maker Platform Computing.
The terms of modern day deal have been now not disclosed, nor have been the phrases of the old two buys.
IBM plans to soak up Cúram into its software community division. Cúram software is used in more than eighty govt agency initiatives international such as health and human features, HR, and social security, IBM says. IBM had already been a huge partner to Cúram, with lots of these tasks built using IBM's WebSphere application.
IBM says that ownership of Cúram will assist boost its "Smarter Cities initiative" an effort to support governments automate extra tasks.
earlier than September, IBM acquired however a single enterprise, Tririga, a maker of precise-property administration utility enterprise, the Wall street Journal aspects out. but with billions to burn, IBM has much more looking to do.
Get the latest IBM stock fee here.
DUBLIN and ARMONK, N.Y., Dec. 5, 2011 /PRNewswire/ -- IBM (NYSE: IBM) has signed a definitive contract to purchase Curam application Ltd. to help governments enhance the efficiency, effectiveness and accessibility of social courses for smarter cities. financial terms have been no longer disclosed.
(logo: http://photos.prnewswire.com/prnh/20090416/IBMLOGO )
Curam software is used in additional than 80 govt company initiatives everywhere to provide probably the most appropriate social classes to residents and their households in a well timed method, carry features extra comfortably and constantly video display growth toward attaining people's social and economic knowledge. The software is used by means of health and human services, personnel features, and social protection agencies around the world to deliver welfare, social insurance and each individual and agency primarily based social programs.
Curam software allows cities and governments to give a single view of advantages and features obtainable across organizations, ranges of executive and private and never-for-income agencies. The Social trade Platform contains processes to carry all types of programs and offers the flexibleness necessary to at once update them as policy makers react to diverse economic times. Curam utility's Platform additionally makes it possible for executive and suppliers to focal point on reducing general software charges by making certain that the advantages and capabilities supplied address core considerations and that americans become more self-satisfactory.
Curam, which means "care and insurance plan" in Irish, become headquartered in 1990 and is based in Dublin, eire. some of the business's traders become commercial enterprise ireland, which helps Irish corporations obtain world success.
through its Smarter Cities initiative, IBM helps cities and governments serve citizens improved by way of adopting more clever and effective tips on how to analyze records, anticipate complications and coordinate materials. IBM has led greater than 2,000 projects to achieve these dreams and thru its acquisition of Curam application, IBM expects to prolong its management during this enviornment.
IDC executive Insights estimates the brand new Smarter Cities information expertise market possibility at $34 billion in 2011, increasing greater than 18 p.c per yr to $57 billion by means of 2014.
contemporary information also builds on IBM's Smarter Cities initiatives in ireland. last 12 months the enterprise opened its first Smarter Cities expertise middle in Dublin at IBM's R&D Lab, the place IBM works with metropolis authorities, universities, small and large organizations to analysis, strengthen and commercialize new techniques of making city techniques greater connected, sustainable and clever. With the addition of the Curam analysis Institute -- which is working to boost and installation new company fashions for managing social classes -- IBM will boost its skill to assist valued clientele boost the social and economic potential of americans and their families.
"we are working to aid cities and governments in any respect degrees radically change the manner they have interaction with residents whereas enhancing effectivity," stated Craig Hayman, customary supervisor of IBM industry solutions. "we all have reviews to tell about standing in long strains or making numerous cell calls to benefit access to executive functions, but it does not ought to be that method. along with Curam, IBM can transform the manner citizens do business with executive in a method that advantages every person."
given that 1999, IBM and Curam have collaborated on federal, state, native, and provincial-stage social application options around the globe. more than ninety % of Curam's customers use IBM WebSphere middleware and practically 70 p.c of its shoppers use IBM hardware. Curam's software is licensed to be used with the IBM executive trade Framework and has been a part of IBM international business services' integrated Case management solution due to the fact 2001.
"After 13 years of journey working with IBM, they know their agencies are an excellent healthy," referred to John Hearne, CEO, Curam software. "lots of their customers already use IBM technologies and features, and they will improvement from working with Curam and IBM as one. via IBM's world reach, they will grow their customer base by means of bringing the merits of Curam's Social business Platform to residents everywhere."
IBM's announcement of its plan to purchase of Curam utility follows a series of moves IBM made this year to increase its choices for cities and governments. In June, the company added the IBM clever Operations core, which gives a unified view of all metropolis groups so officials can predict movements and at once reply. presently thereafter, IBM announced it deliberate to purchase i2, a number one issuer of intelligence analytics for crime and fraud prevention. The acquisition became accomplished in October.
After the acquisition is accomplished, Curam utility could be built-in into IBM's application neighborhood, which is a key driver of increase and profitability for the enterprise. Curam has about seven-hundred employees. apart from its headquarters in Dublin, the business has workplaces in Herndon, VA.; Toronto; Frankfurt, Germany; Canberra, Australia and Bangalore, India. The acquisition is expected to nearby the end of December discipline to the pride of familiar closing conditions and applicable regulatory stories.
About Curam software
Curam application is the main issuer of social application utility options, delivering ultimate-in-class solutions for social firms globally including, fitness and human capabilities, workforce features, and social safety organizations. the usage of Curam's solutions, companies can immediately reap the merits of customer-centric company techniques and an effects-pushed integrated carrier delivery model Curam's solutions, underpinned through the Curam Social business Platform, combines the advantages of application constructed chiefly for social classes, an enterprise platform and service-oriented structure with the enterprise and technical flexibility required to permit businesses to put in force options to meet their strategic targets. Curam application is headquartered in Dublin, eire with workplaces right through North america, Europe, Australia, and India. For extra information, visit www.curamsoftware.com.
For extra guidance about IBM, talk over with: www.ibm.com/smartercities.
Nancy Kaplan 914-766-1849 cellular: email@example.com
Jim O'Keeffe +353 1 815 4124 cell: 353 86 firstname.lastname@example.org
Curam utility Ltd.Paul Horan +3531 4323067 cell: +35386 email@example.com
HERNDON, Va.--(enterprise WIRE)--Cúram software, the main provider of Social business management (SEM) utility options, these days introduced that the Cúram enterprise utility Suite™ has been validated on the brand new IBM executive industry Framework, as one of the first solutions for social programs and capabilities to help this element of the IBM Smarter Planet initiative. The IBM government industry Framework will assist corporations of all sizes use new technologies to radically change their existing guide and delivery process, enabling them to extra successfully deploy restricted supplies and reply more instantly to the start of social features.
dealing with increasing financial pressures, future uncertainty, and rising unemployment rates, further and further residents are turning to govt for counsel. This need for capabilities is developing unheard of demands on fitness and human features corporations that have been already overburdened with situations and hindered with the aid of dated know-how.
IBM’s government industry Framework leverages expertise options as a way to support govt companies reach new ranges of effectivity; enable enhanced collaboration with different companies, community businesses and families; and supply citizen-focused social capabilities. The Cúram answer coupled with the IBM government trade Framework gives:
"by means of coupling their market leading, citizen-centric solution for social services with IBM’s bendy know-how spine, businesses will ultimately have entry to an answer it truly is convenient to delivery, convenient to manage & at ease, and simple to grow," talked about Ernie Connon, president, Cúram application. "we are satisfied to build their purposes on top of IBM’s executive trade Framework. With the sort of strategic, integrated platform, companies can more advantageous make sure the financial fitness, welfare and protection of their residents.”
Deploying the Cúram solution on the IBM Framework, social functions agencies can make use of inventive eligibility and case management performance; a citizen self-provider portal that provides anytime, anyplace entry to citizens the use of a ‘no incorrect door’ method to offering features; Social commercial enterprise management (SEM) solution that integrates tips and procedures across govt organizations and provides results-pushed service birth.
“Cúram software is likely one of the first application suppliers for social capabilities to be validated on their new executive trade Framework,” stated Lonne Jaffe director Public Sector options, IBM software neighborhood. “Curam's commercial off-the-shelf (COTS) answer for social features, constructed on good of IBM's framework, offers social services corporations with technology it really is instrumented to empower box employees, interconnected across agencies, and clever.”
SEM is a category of commercial enterprise application this is citizen-centric and leverages COTS items to seriously change in addition to modernize health, human services, personnel features, and social protection groups. SEM gives complete business eligibility IT solutions – crossing agency boundaries, simplifying guidelines, and integrating with present expertise. SEM fosters holistic, convenient functions for citizens in addition to provides screening for needs and referrals to state- and neighborhood-based mostly supplies.
About Cúram software:
Cúram utility is the main issuer of Social enterprise administration (SEM) application solutions, offering most effective-in-class purposes for social agencies globally including, fitness and human functions, group of workers capabilities, and social security groups. the use of the Cúram enterprise software Suite™ organizations can instantly reap the advantages of customer-centric enterprise processes and an consequences-pushed built-in service birth mannequin. The Cúram company software Suite, underpinned by means of the Cúram business Framework™, combines the benefits of industrial off-the-shelf (COTS) software, an business platform and repair-oriented architecture with the business and technical flexibility required to allow agencies to enforce options to fulfill their strategic ambitions. Cúram application is headquartered in Dublin, eire with workplaces right through North the us, Europe, Australia, and India. For extra counsel, visit www.curamsoftware.com.
IBM, the IBM brand, ibm.com, WebSphere, SmartSOA, Smarter Planet and the planet icon are trademarks of foreign enterprise Machines corporation, registered in lots of jurisdictions worldwide. other product and repair names should be would becould very well be emblems of IBM or different groups. For a present listing of IBM trademarks, please see www.ibm.com/legal/copytrade.shtml
All different company, product or carrier names could be logos or registered logos of others. Statements concerning IBM's future construction plans and schedules are made for planning purposes only, and are subject to exchange or withdrawal devoid of word. Reseller fees may additionally differ.
Cúram is a registered trademark of Cúram software Ltd. All Cúram products and repair names are trademarks and property of Cúram software Ltd. All Rights Reserved. Copyright (C) 2009 Cúram software Ltd.
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There is a massive change management exercise to be undertaken to move from the bureaucracy centric, supply driven, service delivery model of today to a consumer centric, demand driven approach with providers competing for business rather than receiving block funding.
In compressing the timetable for an initiative of this grand scale there is an increase in risk for service delivery failure, funding blow-outs, inefficient IT infrastructure and market failure of service providers.
The level of the individual funding packages determined on day one in the five launch sites will set precedents for the national roll-out. If the levels are set too high it could threaten the scheme's long-term viability. Future governments will not have the flexibility to make wholesale adjustments to the funding parameters or needs assessment guidelines because of a principle of acquired rights which is at the core of the NDIS.
The principle of acquired rights means the rights to benefits arising from participation in a social security scheme. This principle sits at the heart of the European Social Model and is usually a function of people's contributions to a social fund.
In the case of the NDIS, the social fund is the national tax base and by virtue of everyone's citizenship and residence (by implication they are contributors in some way to the tax base), they are participants in the scheme and they acquire rights to the benefits of the NDIS if and when they acquire a serious disability.
This is in contrast to the means testing provisions of the Australian social security system and the rationing of funding for services at the state level on a budget-cycle basis, which makes entitlements for services and income support safety-net based rather than acquired-rights based.
The financial liabilities associated with meeting people's acquired rights under social security are a major factor in the sovereign debt issues in the Eurozone. The protection of acquired rights is a component of the citizens' trust in the state and the law. The ability of European governments to change the rules of their social security systems to rein in expenditure is constrained by their citizens' rights acquired through their social insurance contributions.
The NDIS turns the Australian safety net approach on its head by moving to a rights-based model - a complex piece of social policy. One of the visionary features of the NDIS is that all Australian citizens, regardless of where they live, will be guaranteed entitlement to funding and services if they acquire a serious disability.
How their needs are assessed and the level of funding and services required to meet those needs is the classic ''devil in the detail'' question. To establish this will require extensive consultation with the sector, the states and providers combined with complex actuarial analysis and financial modelling.
As there will be elements of discretionary decision making within the assessment process there is a high probability people will seek redress through the judicial system for adverse decisions on the basis of a denial of rights. The National Disability Transition Authority has to get the assessment parameters right from day one because it will set the boundaries for the definition of acquired rights and set expectations for the people who live outside the launch sites.
While not arguing against the shift to an acquired-rights approach, it is necessary to understand why getting the acquired-rights parameters correct from day one is important for managing the risk that long-term funding requirements will be kept under control.
By introducing an acquired-right principle to care and support services, much work needs to be done to ensure the process of assessing and determining the scope and the financial liability of the support packages is transparent, fair, reasonable and equitable.
At the same time the collective cost of the support packages must be affordable not just across the short term, but over the long term.
The increased operational and funding risks associated with the July 2013 launch need to be carefully assessed. Decisions made to meet the launch deadline should not become the standard for the long-term operation of the NDIS.
Short-term decisions made out of necessity to meet the deadline could be reviewed and evaluated after the initial launch of the scheme. If so, this must include the assessment models, which are integral to the acquired-rights principle and the long-term liabilities of the scheme.
At a broader level, the implications of the acquired rights approach need to be considered in the context of funding the ongoing evolution of the Australian social security system, which in the main remains safety-net focused.
Brian Lee-Archer, director of the IBM Cúram Research Institute, researches global social/human services business trends and provides advice to government and non-government organisations on how these trends provide opportunities for service delivery transformation and business improvement.
The administration of Gov. John Kitzhaber has vowed to have a functioning health insurance exchange by November, when next year's enrollment begins. But a consultant's report suggests that could be difficult.
(The Associated Press)
health insurance exchange is so bug-ridden and far from completion that it would take nearly two more years and more than $40 million to finish if the state sticks with its original plan using technology developed by
, according to a consultant's report.
Oregon could hook up to the federal exchange far sooner and for a fraction of the cost,
obtained by The Oregonian. A hybrid solution mixing the federal exchange and an unfinished Oracle-based small-business section of the exchange would also be faster than sticking with the current plan, as well as cheaper.
The revelations of the Feb. 10 report, labeled preliminary and prepared by Deloitte Development for Cover Oregon, come as the state has given up on completing the exchange for now and is focused on readying it for Nov. 15, when open enrollment for next year begins.
These cost projections and timelines are a stunning turnaround from earlier this winter, when Cover Oregon officials repeatedly said developers had made significant progress in ironing out the last of the bugs plaguing the project. By late February, when the exchange was made accessible to insurance agents and community partners, state officials held out hope the project could be completed in March.
But those hopes proved to be more wishful thinking.
State officials refused to discuss the report. "The Feb. 10 report is preliminary," said Cover Oregon spokeswoman Amy Fauver. "It's part of a body of ongoing work that will be used by decision makers on how to move forward after open enrollment.
The 79-page report has informed a highly secretive effort by exchange officials and Gov. John Kitzhaber to decide how to proceed with the exchange, which remains the only one in the country that does not allow consumers to self-enroll in a single sitting. The results of the effort could be announced as early as next week.
Already, Oregon has decided to part ways with Oracle, a firm paid $130 million for its work on the exchange. Oregon had been withholding payment to Oracle since September because of shoddy work and missed deadlines.
The company threatened to walk off the job immediately if the state didn't pay some significant cash. In response, the state paid Oracle more than $43 million and withheld another $25.5 million the company had billed. Part of the agreement is that Oracle will leave the project altogether, but only after a transition period that ends this month.
In all, the state has spent more than $200 million in federal grant money on the exchange.
The analysis prepared by Deloitte Development, a consultant to the Cover Oregon, examines several alternatives including the following:
The report is significant because it contains timetables and price tags that have not been previously been shared publicly and were not included
shared by Cover Oregon with lawmakers in March. Despite a public-records request for the report submitted by The Oregonian on March 13, Cover Oregon officials have not released it. The report was obtained elsewhere.
A 16-member advisory panel composed of Cover Oregon board members, officials, and insurance company information-technology experts has been considering the alternatives, including the pros and cons of each option. They've also sought to further refine options, cost estimates and timetables, settling on
: the federal option, another state's technology, or completing the original plan using a different vendor than Oracle.
Each option comes downsides, such as less functionality than Cover Oregon seeks, like a "search by provider" function. Adopting another state's or federal technology would require transferring the data of people that's already been entered into Oracle technology. Moreover, if the Oracle project is scrapped, insurers would have to build new interfaces to adapt to new technology.
Sticking with the Oracle work done so far presented more risk than several other options, because it contained an estimated 1,500 bugs, or defects, at the time of the Deloitte report, and needed "additional remeditation" to "address architecture design, code quality, data deployment and training issues."
Rep. Jim Thompson, R-Dallas, who sits on a legislative oversight committee for Cover Oregon, said he had not yet seen the report, as it was not shared with his group until after he requested it Wednesday. But he said none of the options seemed appealing. Thompson has sought to bird-dog the project from the beginning, documents show, but he says he continues to realize that information he's received has been incomplete or misleading.
Todd Williams, a Portland information-technology consultant and author known for rescuing problem projects, says the analysis confirms what he'd thought: that the Oracle-led project has been a catastrophic failure, largely due to poor state oversight. Even if Deloitte takes over the project, as some believe, he's concerned the state doesn't have the management team in place to deliver it by Nov. 15.
"Deloitte can't do it all by themselves. They still have to have people from the state engaged to get stuff done," he said.
The state of Maryland recently decided to scrap its own exchange project, developed by IBM/Curam, the firm that was second in the bidding process for Oregon's exchange before dropping out. Instead, Maryland is purchasing technology from the state of Connecticut, which has one of the more successful exchanges.
--Nick Budnick and Jeff Manning
Ericsson and Dassault Systèmes have officially confirmed the news that ENGINEERING.com first revealed more than a month ago.
The Swedish telecom giant will invest heavily in Dassault's PLM platform 3D EXPERIENCE as their product data backbone.
40 percent of the world’s mobile traffic runs through networks supplied by Ericsson. This means that the implications of this deal are huge. Ericsson will leave its former IBM mainframe environment PRIM, which uses Dassault's ENOVIA V5/Matrix 10 as its PDM system.
They will be moving over to Dassault's V6 architecture with ENOVIA V6 as a configuration and database engine.
Ericsson’s investment in Dassault is clearly a mega-deal regardless of how one looks at it.
"In terms of the number of users, it will intially be 25,000 at Ericsson's R & D department during the the first implementation phase," said the company's new CIO Johan Torstensson in today's TV-report.
Torstensson added, "Ultimately, in the second and third phases, they are talking about the real Big Bang. They will have many more than the initial 25,000 users in the coming phases as they spread the ability to use the design and configuration data to all areas where it might do some good, such as in sales and support.”
In financial terms, according to speculation, the Ericsson PLM investment could be worth in the tens of millions USD. And that’s only in the first year.
However, Torstensson declined to comment on the amount.
“This order was like winning the gold medal in the PLM olympics,” said Dassault’s sales director for Northern Europe, Mårten Gustafsson, as he described the deal.
Is he right? Of course there are other big accounts to win, but in this case he’s got a point. All the interesting PLM-players were there and the investment at stake was “sizeable”. Everything was filtered through Ericsson’s rigorous evaluation process.
In the end, Dassault’s 3DEXPERIENCE emerged as number one, beating out Siemens PLM’s Teamcenter in the final round. PTC, SAP PLM, Oracle and Aras were all eliminated at some point during the earlier stages.
So, what were Ericsson’s main reasons for choosing 3DEXPERIENCE?
“Well, this is a business change program,” explained Torstensson. He continued, “One of the most important things in light of this is the road map of Dassault. It looks very promising, specifically regarding the digital transformation they will carry through at Ericsson. In addition to that, as they conduct a change program for 25,000 people in the company the GUI, the interface, is crucial. To drive the change, people need to feel that they are coming into a modern kind of system. They need to have one common interface, and that’s what Dassault provides.”
That said, he added that Ericsson was looking for a partner. “We want the software supplier–in this case, Dassault–to be their technology partner. Dassault Systèmes has shown that intention from the top leadership of president and CEO Bernard Charles all the way down to the project leaders and sales people.”
Furthermore, he concluded that Dassault has commited to being part of the transformation journey, which will take three to four years.
Did it matter that Ericsson already had a Dassault solution in place?
“No,” asserted Torstensson, “that didn’t matter at all. Dassault won on the future in combination with what they already have.”
Ericsson’s CIO, Johan Torstensson, said that Dassault won the PLM battle thanks to, “A promising road map and a modern common user interface.” (Image courtesy of Bosse Johansson.)A “Young” Solution in Need of a Poster Child Like Ericsson
For Dassault, the order from Ericsson is one of the most significant to date for its new end-to-end platform 3DEXPERIENCE.
So far, 3D EXPERIENCE has had a slow journey towards becoming a widely established replacement for the more common previous generation ENOVIA V5-based solutions.
As I discussed in a previous article Jaguar Land Rovers’ installation of the 3DEXPERIENCE platform has so far been the poster child–especially in the automotive sector. The Jaguar example is also accompanied by a couple of cases from the aerospace industry.
From this perspective, Ericsson’s bet on this still-young technology is paramount. Being a high tech company in a business where digitalization strikes quickly and forcefully demands a solution that leads to cutting-edge capabilities.
Ericsson’s customers, competitors and players in other industry segments will all be following developments at Ericsson very closely. If everything works according to plan, and if the platform is able to develop the necessary maturity and deliver on its promises, then this will truly become a breakthrough order for Dassault and a proactive move for Ericsson.
A relevant question is whether Ericsson took the “young age” factor into consideration when they decided on 3DEXPERIENCE?
“Yes, they really did do that. They never want to go bleeding edge,” claimed Johan Torstensson. “We’re dealing with a core process of Ericsson. They can’t bet on new technology that doesn’t work. For instance, they looked at many cases where companies are using this platform; references have been essential.” One of the references they have is in fact Jaguar Land Rover, which Ericsson also visited.
Generally, Torstensson says that they are very aware of the pros and the cons. “One of the advantages with Dassault is the transparency. They know some of the challenges they will have, but they also know that this is a proven platform.”
Mårten Gustafsson, Dassault Systèmes’ sales director of Northern Europe: “The order from Ericsson was like winning the gold medal in the PLM olymics.” (Image courtesy of Bosse Johansson.)Dassault’s Principal Objective: Solutions to Simulate Life
One thing is crystal clear when it comes to Dassault Systèmes: there are few companies with a more vivid vision for the future.
Coming from its charismatic leader Bernard Charles, the company today focuses on an end-to-end platform, or even a solution that “can simulate life,” more than any other player in the PLM market.
The interpretation of this, according to the company's sales director for Northern Europe Mårten Gustafsson, is that the 3DEXPERIENCE platform covers major parts of the reality aspects:
This is the principal description of the platform that Ericsson will use to develop its innovative products for the future.
I asked Gustafsson what this project will mean to Dassault as a poster child project.
“A lot,” he replied. “But not only to us and to Ericsson, but also to other customers that have already chosen and deployed the 3DEXPERIENCE platform. Another very important and exciting factor is that this has really been like the PLM olympics, based on the fact that all the major players in the PLM market have had an application up and running at Ericsson. And they have all been keen to win this opprtunity.”
Furthermore, he points toward the fact that Ericsson has delved very deep into the technical evaluations surrounding applications in this “contest.”
They have looked at the products from all angles and examined the companies behind the solutions. He concluded, “Last, but not least, this was not only about a replacement of the heart of Ericsson’s IT landscape, but in fact it was the search for an enabler of Ericsson’s business transformation.
“We are talking about a business transformation,” said Ericsson’s Joakim Cerwall, PLM sponsor and head of PLCM operations. “What they are trying to do is create an end-to-end digital thread and the choice of system support–Dassault’s ENOVIA V6 and the 3DEXPERIENCE platform–on the PLM side is a reflection of this.” (Image courtesy of Bosse Johansson.)
According to Ericsson’s Joakim Cerwall, sponsor of PLM Transformation, the process of looking and planning for a new, capable system has been going on for some time.
“It’s great that they finally have a ‘go’ on the new IT platform after many attempts in the past,” he said.
Cerwall continued, “We have performed thorough investigation and testing to find the best PLM solution for Ericsson to connect IT and the business units. This transformation is crucial to ensure the efficient digital handling of product data throughout the company, making Ericsson a competitive ICT player.”
“Our business used to be about mainly hardware. Today, 66 percent of their revenues relate to software and services,” explained Hans Vestberg, Ericsson’s president and CEO.From Hardware to Software Dominance
This major investment confirms that Ericsson is in a profound process of change.
During the World Mobile Congress in Barcelona earlier this year, CEO and president of Ericsson, Hans Vestberg, stated that the company's business had changed radically in just a few years. From once being a purely hardware-oriented company, the Ericsson of today is focused mainly on content, software and services.
“Together with the players in their industry and their customers, they have embarked on a journey of change,” said Vestberg. “Today, 66 percent of their business is related to software and services. Just a few years ago it did not look that way, when only hardware mattered.”
Vestberg also indicated that the company’s main competitors today were ITC players, rather than telecommunications operators.
“Our portfolio is constantly evolving to maintain a pace that can meet customer needs. They see how not only individual industries but whole communities have revolutionized through mobility, broadband and cloud, and in the same way it also accelerates their own transformation.
To support and maintain the best networks for operators and offer the best end-user experience, Ericsson provides Global Services – a worldwide workforce of more than 64,000 service professionals with expertise in information and communications technology.Speeding Up Development and Tying Together Departments
Judging from these statements, it’s a good bet that the PLM system's potential role as a catalyst for change will be given a lot of attention at Ericsson.
“The new platform will ensure that they can automate and speed up the development flow, and at the same time make relevant product information available to user groups such as sales, integrators and support,” said Torstensson.
“It is also crucial to enable faster time to market, and to ensure that their customers are able to purchase Ericsson products through digital channels. The benefit of this project, compared with previous attempts to introduce a new IT platform, is that it is business driven,” continued Torstensson.
The Swedish telecom giant’s efforts are aimed at developing and applying new product development processes. These are intended to better meet the demands of a range of disruptive technologies and technology platforms such as the Cloud, software-driven products, Internet of Things (IoT) and 5G (the next generation of radio-based, "cordless" communications).26 Billion Connected Digital Devices
It’s not surprising that Ericsson sees the need to make this transformation when they consider the numbers. Ericsson expects that by 2020 there will be 26 billion digital devices connected to what the company calls "The Networked Society."
This will be enhanced by the interaction of mobile, broadband and cloud technologies that make communication technologies faster, cheaper and more accessible. This in turn is expected to inspire new areas to further develop innovative changes.
Ericsson is also quite clear that integration between IT, telecommunications and hardware will be necessary to sustain the provision of smart, connected software and service-driven experiences.
With Dassault's end-to-end platform 3DEXPERIENCE, Ericsson believes that it has gained a crucial tool for this journey of change.A Rare Opportunity to Meet a Big Company CIO
What will happen to the PRIM solution when it is phased out after a year?
SAP obviously lost this PLM battle, but what about their role as Ericsson’s long time ERP system? One of the keys to law and order in the product descriptions area (CBST, or Corporate Basic Standard) is closely connected to PRIM; what will come to replace it?
How long will it take before Ericsson can enjoy the fruits of its labour? And who will lead the implementation process: Dassault, IBM or TCS?
Find out the answers to these and many other questions by watching this TV-report.
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Amazon [2 Certification Exam(s) ]
American-College [2 Certification Exam(s) ]
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