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Delaware North premakne upravljanje delovne sile v oblak

Delaware North premakne upravljanje delovne sile v oblak

Družba za upravljanje gostinstva in prehrane na kraju samem Delaware North Cos je dejala, da je poenostavila prizadevanja za informacijsko tehnologijo in usposabljanje, povezano z upravljanjem delovne sile, in s pomočjo računalniške platforme v oblaku začenja ustvarjati bolj uporabne podatke.

Predstavniki Buffala v zvezni državi Delaware North s sedežem v New Yorku so te podatke delili na nedavnem spletnem seminarju Nation's Restaurant News and Restaurant Hospitality, "Rešitve v oblaku za upravljanje delovne sile v restavracijah", ki ga je sponzoriral Kronos.

Predstavniki Delaware North, ki so sodelovali na spletnem seminarju, so bili William “Bill” Clingan, direktor arhitekture podjetij; Yvette Vincent, direktorica informacijskih sistemov; in Warren Connell, vodja kadrovskih virov. Sodelovali so tudi Madeline Laurano, direktorica raziskav za rešitve za pridobivanje talentov v poslovni raziskovalni hiši in svetovalnici Aberdeen Group ter predstavniki Kronosa Andrew Manos, direktor upravljanih storitev, in Andrew Van Ermen, svetovalec za storitve v oblaku.

V običajnem IT okolju se programska programska oprema in podatki izvajajo in shranjujejo v računalnikih, ki se hranijo na vsaki lokaciji, na primer v posameznih restavracijah v verigi. Nekatera podjetja z več lokacijami potegnejo podatke na ravni enote na sedež za namene analize in poročanja.

V informacijskem okolju, ki temelji na oblaku, programska oprema centralno gostuje na oddaljenem računalniku, do katerega uporabniki na terenu dostopajo prek interneta ali zasebnega širokopasovnega omrežja z uporabo spletnih brskalnikov ali programov za tanke odjemalce. Podatki, ki jih ustvarijo takšne aplikacije v oblaku, se lahko shranijo na osrednji in oddaljeni lokaciji.

Zagovorniki računalništva v oblaku pravijo, da so njegove prednosti očitne, saj odpravljajo potrebo po namestitvi, vzdrževanju in posodabljanju programske opreme na več posameznih računalnikih ter s preusmerjanjem podatkov na ravni polja v osrednje območje za shranjevanje, kjer je do njih lažje dostopati zaradi dejanj in poročanje in varnostno kopiranje. Vendar pa so nekateri uporabniki računalnikov previdni pri oddaljenem gostovanju programske opreme in podatkov in trdijo, da bi lahko težava na spletnem mestu ali v omrežnih povezavah motila poslovanje.

Connel iz Delaware North, ki se je preselil v zbirko Kronosovih aplikacij za upravljanje človeških virov, je dejal, da ima podjetje "veliko boljšo predstavo o tem, kako v vsakem trenutku izgleda naš odnos [skladno s pravili na delovnem mestu]" na svojih stotinah ameriških lokacij s približno 40.000 zaposlenih na uro in več deset kolektivnih pogodb.

»Imamo centralizirano upravljanje plačilnih pravil in delovnih pravil. Prej je bilo to izvedeno decentralizirano na ravni enote, zato smo vse to potegnili nazaj v pisarno podjetja, «je dejal. "Podpora je bila centralizirana in to je bil za nas velik prihranek."

Med koristmi, ki jih je Connell dejal, je Delaware North dosegel z uporabo platforme v oblaku za podjetja:

• Družba je zmanjšala število programov usposabljanja za sisteme upravljanja delovne sile s šestih na tri.

• Uporabniki so bili prej povezani s sistemi za upravljanje delovne sile podjetja na 20 različnih vmesnikih, zdaj pa obravnavajo le šest.

• Sistem, ki ga centralno gosti, pomeni, da ima ekipa za IT podjetja en sam nabor posodobitev programske opreme, namesto da gre na 60 ali 70 enot in namesti popravke in posodobitve.


Ljudje v gibanju: 7. maj

Ljudje v gibanju so povzetek nedavnih zaposlitev, napredovanj, sestankov in drugih pomembnih gibanj strokovnjakov v državi. Če želite oddati vnos, se obrnite na [email  protected].

Dr. Robert Ddamulira se je pridružil upravnemu odboru poglavij The Nature Conservancy v Delawareu in Pennsylvaniji. Dr.Ddamulira je trenutno raziskovalec v Centru za energijsko in okoljsko politiko Biden School na Univerzi v Delawareju ter je ustanovitelj in izvršni direktor GreenPesa, zagona, ki se osredotoča na pomoč lastnikom malih podjetij pri izboljšanju njihove energetske učinkovitosti. Vključen je bil v odbor za varstvo sveta, osredotočen na boj proti podnebnim spremembam.

»Ta edinstvena priložnost, da služim v odboru The Nature Conservancy's Pennsylvania and Delaware Board, mi daje priložnost, da prispevam k pomembnemu varstvu okolja, ki se dogaja v obeh državah in širše. Vesel sem, da lahko delim svoje ideje o trajnostnih mestih, gozdovih, podnebnih rešitvah in še veliko več, «je dejal dr. Ddamulira.

"Navdušeni smo, da se je doktor Ddamulira pridružil upravnemu odboru in pomagal pri pasiranju dela poglavja v Delawareu in Pensilvaniji," je dejal predsednik odbora Rich Aneser. "Njegovo strokovno znanje na področju energije in politike ter delo z zasebnim sektorjem na področju energetske učinkovitosti bodo neprecenljivi za prizadevanja poglavja, da se spopade s podnebnimi spremembami in zavzame za prihodnost čiste energije v naši regiji."

"V Delawareu delamo v mestih, da bi ponudili rešitve, ki temeljijo na naravi in ​​pomagajo pri reševanju poplav in onesnaževanja z nevihtami, hkrati pa izboljšujemo zdravje ljudi in življenjske prostore mestnih prostoživečih živali ter gradimo odpornost v skupnostih, za katere vemo, da so najbolj občutljive na vplive podnebne spremembe, kot je dvig morske gladine, "je dejala Lori Brennan, izvršna direktorica za poglavje The Pennsylvania & amp Delaware. "Navdušeni smo, da se nam je v tem prelomnem času pridružil dr. Ddamulira in se veselimo, da nam bo pomagal doseči naše poslanstvo."

Bill Dugdale je bil imenovan v upravni odbor Pilotske šole. Dugdale je že dolgo vodilni v skupnosti Delaware, s posebnim poudarkom na vzrokih, povezanih z otroki, zdravjem in vzgojo v zgodnjem otroštvu. Poleg Pilotne šole je predsednik Delaware Community Foundation in je član upravnih odborov otroške bolnišnice A. I. duPont Nemours ter šole St. Michael's School & amp Nursery. Odkar se je pridružil Bernsteinu, je svojim strankam služil kot vrhunski svetovalec. Ponosni smo na njegov nadaljnji vpliv na skupnost in vodenje Bernsteinove prakse v Delawareu.

Sarah Rigot, arhitekt za rešitve IPEM, je izpolnil zahteve, da postane registriran ameriški inštitut za arhitekte z licenco Professional Architect. Rigot je tudi članica organizacije Young Professional, aktivna pri Gospodarski zbornici in ameriških gradbenih izvajalcih ter prostovoljno sodeluje pri gradnji Habitata za človeštvo. V prostem času dela na svojih projektih za izboljšanje doma, pri čemer sama načrtuje in gradi prenove.

Pridružila se je arhitekturnemu oddelku leta 2019 in sodelovala pri projektiranju mestnih hiš The Grove in Friendship Creek, modelov zasebnih bivališč, modelov klubskih hiš za River Run, Chase Oaks in Sycamore Chase ter načrtov zdravstvenih pisarn za zdravstveno varstvo Bay in zasebne stranke.

Lori Aiken je bil imenovan za glavnega direktorja za raznolikost podjetja Sallie Mae. Aiken bo vodil prizadevanja družbe za raznolikost, pravičnost in vključevanje, vključno z zaposlovanjem in razvojem raznolike delovne sile ter krepitvijo vključujoče kulture podjetja.

"Povečanje dostopa in priložnosti z visokošolskim izobraževanjem je bistveno za to, kdo smo v Sallie Mae," je dejal Aiken. »Z zagotavljanjem okolja, v katerem naši ljudje uspevajo, se lahko še naprej zavzemamo za študente in družine iz vseh okolij, ki si prizadevajo oblikovati svojo prihodnost z izobraževanjem. Naša raznolikost, pravičnost in vključenost bodo okrepili našo zavezanost strankam, saj bodo postali bolj namerni glede naše kulture. To pa bo članom naše ekipe omogočilo nadaljnjo podporo našim strankam in skupnostim, kjer živimo, delamo in služimo. "

Aiken se pridružuje Sallie Mae z bogatimi izkušnjami na področju človeških virov in upravljanja talentov ter prinaša močno ozadje pri ustvarjanju in krepitvi kultur, osredotočenih na raznolikost in vključenost. Nazadnje je vodila prizadevanja za človeški kapital za oddelek za širitev trga JPMorgan Chase. Aiken je razvil in podpiral tudi programe za zaposlovanje kadrov v Sony Pictures Entertainment, Viacom Media Networks, Merrill Lynch in AT & ampT.

"Kultura našega podjetja temelji na nespornih vrednotah in moralni obveznosti, da ravnamo pravilno drug do drugega in do naših skupnosti, kar se razteza tudi na naše poslovanje," je povedal Jon Witter, izvršni direktor Sallie Mae. "Lori bo nadaljevala to kritično delo in pospešila naša prizadevanja, da bi postala eno najbolj pravičnih in vključujočih delovnih mest v državi."

Imenoval je upravni odbor Dover Motorsports, Inc. Anastasia Thomas Nardangeli, kot direktor podjetja.

Nardangeli, diplomantka pravne fakultete Univerze Yale in Univerze v Marylandu, je specializirana za oblikovanje podjetij, zbiranje kapitala, financiranje, upravljanje podjetij ter združitve in prevzeme.

Predsednik podjetja Dover Motorsports, Inc. Henry B. Tippie je izjavil: »Z veseljem dodamo Stasijo kot novega neodvisnega direktorja. Njeno pravno ozadje in izkušnje, ki zastopajo javna in zasebna podjetja vseh velikosti, bodo zagotovili dragoceno perspektivo in dopolnili znanje in izkušnje naših obstoječih direktorjev.

Matt Chacko se je nedavno pridružil skupini NAI Emory Hill Brokerage, kjer se bo osredotočil na prodajo naložb za več družin, razvoj zemljišč ter komercialno prodajo in najem.

Preden se je pridružil Emory Hillu, je Chacko delal na glavni strani z zasebno investicijsko skupino, ki je pridobivala večdružinske posle v Delawareu in Pennsylvaniji. Zadnja leta je preživel tudi v tehnološkem prostoru, kjer se je specializiral za zbiranje sredstev in razvoj podjetij. Njegove izkušnje vključujejo razvoj in izvajanje zbirk podatkov, CRM -jev in prodajnih kanalov.

Chacko je od leta 2011 dodatni profesor na univerzi Wilmington.

Nacionalno združenje ravnateljev srednjih šol je imenovalo Dr. Evelyn Edney, direktorica zgodnje srednje šole na državni univerzi Delare, kot ravnateljica leta 2021 v Delawareu.

Edney je drugi direktor ECHS, ki je eno leto po ustanovitvi prevzel vodilno mesto v šoli leta 2015. Od takrat je nadzirala diplomiranje prvih treh razredov študentov ECHS - skupaj 201 diplomantov. Pod vodstvom dr. Edneyja se ECHS v zadnjih treh letih ponaša z 90 -odstotno stopnjo mature.

Dr. Marsha Horton, predsednica 13-članskega upravnega odbora ECHS, je izrazila velik ponos v čast dr. Edneyju. Iz prve roke vem, da je neverjetna voditeljica šole - akademsko nadarjena strastna zagovornica vsega 'izobraževanja', čudovita motivatorka fakultete, osebja in študentov ter cenjena sodelavka, "je dejal dr. "Ponosni smo, da jo imamo za vodjo naše šole!"

Tony Allen, predsednik državne univerze v Delawareu, je dejal, da priznanje dr. Edneyja po vsej državi odraža srednjo šolo, ki jo vodi. "To je velika čast in kaže na kakovost ponudbe srednje šole v zgodnji šoli in na izjemno vodstvo Evelyn," je dejal predsednik univerze.

Edney je dejal, da je "popolnoma preobremenjena in popolnoma ponižana" s častjo, ob tem pa je opozoril, da si fakulteta in osebje ECHS zaslužijo nekaj zaslug za nagrado. "Vodja je tako dober, kot so ljudje okoli njega, in imam najboljšo možno zasedbo," je dejal dr. Edney. "To so res najtrši delavci na planetu.

Je nekdanja prejemnica izobraževalne nagrade Delaware NAACP za leto 2017, nagrade IDEA za Delaware Charter Network leta 2019 in nagrade National Community School Award za leto 2019.

Obrtniška banka z veseljem to sporoča Ann Rudolph se je banki pridružil kot višji podpredsednik v oddelku komercialnega bančništva.

Rudolphove predhodne izkušnje vključujejo položaje v Applied Bank, BB & amp T in 20-letno kariero v banki WSFS. Medtem ko je bila v banki WSFS, je bila Ann med letoma 1999 in 2009 vodja oddelka za skupino komercialnih nepremičnin.

Rudolph je izjavil: "Pogrešal sem bančništvo v skupnosti in delo z lokalnimi strankami pri razvoju in gradnji projektov, ki ustrezajo potrebam skupnosti ter ustvarjajo delovna mesta in blaginjo. Obrtniki imajo močno povezavo s skupnostjo in počutim se blagoslovljeno, da sem se pridružil podjetju, da bi pomagal razvijati nove in obstoječe odnose. "

Pridružuje se/sodeluje z mnogimi lokalnimi strokovnimi organizacijami, vključno s Svetom za komercialno industrijsko nepremičnino (CIRC), Delaware Real Estate Women (DREW) in Združenjem graditeljev stanovanj (HBA), Delaware in Chester County.

Mike Dunmyer se je pridružil podjetju US Wind, Inc. za vodenje prizadevanj za povezovanje skupnosti v Delawareu.

Dunmyer bo služil kot razvojni direktor Delawareja za ameriško Wind. Je oceanski okoljevarstvenik z bogatim poslovnim ozadjem. Po dolgi karieri kot višji direktor podjetja Fortune 50 je bil izvršni direktor Ocean Champions, dvostranske politične organizacije, osredotočene izključno na zdravje oceanov. Dunmyer je bil izvoljen in bil komisar v mestu Dewey Beach, kjer je sodeloval s Centrom za celinske zalive za reševanje problemov Deweyjevih poplav.

"V čast mi je, da svoje poslovne izkušnje, strast do oceana in ljubezen do obale Delawareja prenesem na US Wind," je dejal Dunmyer. "Delim zavezo US Wind, da odgovorno zagotavlja čisto energijo v regiji Delmarva."

"Vstop v skupnost - izmenjava informacij o našem projektu in zaslišanje sosedov - je ena najvišjih prioritet, ki jih imamo kot podjetje," je dejal Jeff Grybowski, izvršni direktor ameriškega podjetja Wind. "Ker si prizadevamo zagotoviti čisto energijo, dobro plačana delovna mesta in okoljske koristi za širšo regijo Delmarva, bo ozaveščanje Mikea in Davea ključna sestavina uspeha US Wind."

VanDemark & ​​amp Lynch's, gradbeni inženir Nick Dolon je bil odobren kot poklicni inženir v Delawareu.

Donlon je začel z VanDemark & ​​amp Lynch leta 2014 kot poletni pripravnik, medtem ko je obiskoval državno univerzo v Pennsylvaniji. Donlon je leta 2016 diplomiral in se vrnil v VanDemark & ​​amp Lynch, da bi začel svojo kariero, sodeloval pa je pri številnih projektih, ki so mu omogočili profesionalno rast.

Državni senator Sarah Mcbride je bil izbran za enega od 19 voditeljev iz vse države, ki se je pridružil NewDEAL (razvijajočim se izjemnim ameriškim voditeljem), selektivni nacionalni mreži državnih in lokalnih izvoljenih uradnikov.

McBride se pridruži skupini v času, ko so državni in lokalni voditelji na prvem mestu pri odzivanju na pandemijo in ko prevzamejo ključno vlogo pri izvajanju ameriškega reševalnega načrta, ki ga je nedavno podpisal predsednik Biden. Novi zakon bo državam in lokalnim oblastem poslal stotine milijard dolarjev. NewDEALers se medsebojno podpirajo pri reševanju številnih izzivov, ki jih je povzročil in poslabšal COVID-19 z inovacijami, virtualnim sklicevanjem in izmenjavo dobrih idej. NewDEAL je uvedel zbirko politik in programov, ki obravnavajo obsežne učinke pandemije, in objavlja priporočila za boljši izkoristek te krize.

McBride in njeni vrstniki v novem razredu voditeljev so bili priznani po svoji neomajni zavezanosti širjenju priložnosti, ko si prizadevajo za boljšo izgradnjo v svojih skupnostih in zavračajo idejo, da lahko oblikovalci politik ali želijo preusmeriti uro v prejšnje obdobje. Delo teh voditeljev bo temeljilo na političnih priporočilih, ki so jih pripravili voditelji NewDEAL, vključno z objavo poročil o izobraževanju in podnebnih spremembah ter priporočili Foruma NewDEAL za prenovo ameriške delovne skupine, ki je državnim in lokalnim voditeljem zagotovil smernice za obravnavo cenovno ugodno stanovanje, varstvo otrok, širokopasovni dostop, podjetništvo, množični tranzit in omrežje socialne varnosti. Voditelji trenutno sodelujejo v seriji NewDEAL Build Back Better, ki jim pomaga pri reševanju hkratnih kriz v zvezi z javnim zdravjem, gospodarstvom, rasno pravičnostjo in podnebnimi spremembami.

"Smo v edinstvenem trenutku za državne in lokalne voditelje, saj moramo najti rešitve za nujne izzive, ki jih je povzročil COVID-19, ne da bi pri tem izgubili osredotočenost na dolgoročna vprašanja, ki bodo vplivala tudi na gospodarsko varnost Delawareja v prihodnjih desetletjih," je rekel McBride. "Veselim se delitve lekcij z drugimi voditelji, ki postavljajo standarde učinkovitega upravljanja, in se jih učim, in vesel sem, da sem del prizadevanj NewDEAL -a za širjenje priložnosti za Američane v skupnostih po vsej državi."

WSFS Bank je napovedala napredovanje šestih sodelavcev iz poslovnih področij organizacije v višjega podpredsednika (SVP).

Naslednji sodelavci so napredovali v višjega podpredsednika:

  • Pamela Peters Arms - SVP, vodja odnosov
  • Douglas Blackman - SVP, višji kreditni direktor
  • Dennis Moyer - SVP, višji kreditni direktor
  • Randy Nachman - SVP, direktor hipotekarnih poslov
  • Scott Swingle - SVP, vodja ekipe - Poslovno bančništvo
  • Terence Young - SVP, vodja tveganj v podjetju

"Razvoj naše močne klopi višjih voditeljev podpira našo pobudo za načrtovanje nasledstva," je povedal Michael L. Conklin, izvršni podpredsednik in glavni direktor za človeške vire. »Ti posamezniki so v različnih vlogah z različnimi odgovornostmi pomembno prispevali k rasti in uspehu WSFS. Ta skupina na novo imenovanih SVP dokazuje vrednote in poslanstvo našega podjetja. "

Allison Stine in Jim Lattanzi so se pridružili družbi Northrop Realty. "Znani smo po svoji kulturi moči pri podjetju Northrop Realty," je dejal Creig Northrop, ustanovitelj in izvršni direktor podjetja Northrop Realty. »Širimo enega najbolj profesionalnih in učinkovitih posrednikov v industriji in z veseljem pozdravljamo Allison in Jim. Zagotovili bodo absolutno najboljšo storitev kupcem in prodajalcem stanovanj v obalnem območju. "

Stine vodi ekipo sedmih nepremičninskih agentov in služi strankam na plaži Bethany. Združenje nepremičninskih posrednikov okrožja Sussex je leta 2016 razglasilo Stine Realtor leta, Delaware Today pa jo je 10 -krat razglasilo za nepremičninskega posrednika s 5 zvezdicami. Je certificirana stanovanjska specialistka, kar je najvišje priznanje, ki ga dobijo prodajni sodelavci v stanovanjih.

"Po raziskavi raziskovalnega centra Pew je po ocenah eden od petih odraslih v ZDA bodisi spremenil prebivališče zaradi pandemije bodisi pozna koga, ki je to storil. To dodatno spodbujajo obrestne mere, ki so danes na 50-letni najnižji stopnji, "je dejal Stine. »Ljudje, ki lahko živijo in delajo od doma, ne zapuščajo svoje hiše na plaži. Če lahko kjer koli živijo, zakaj ne bi tudi na plaži? Razširitev podjetja Northrop Realty zasadi zastavo podjetja Northrop v pesku in skupnosti pokaže, da se je družba Northrop resnično zavezala, da bo služila rastočemu trgu plaž v Delawareu. "

Lattanzi vodi pisarno, ki vključuje več kot 10 nepremičninskih agentov in služi strankam iz Millsbora, osredotočila pa se bo na rastoči trg na trgu, ki ga zaznamuje povečano povpraševanje kupcev, nova gradnja stanovanj in hitra prodaja zalog obstoječih stanovanj.

"Kar me pri delu z Northrop Realty najbolj navdušuje, je, da je moje ime povezano z blagovno znamko, ki prinaša," je dejal Lattanzi. »Vrhunske agente bom lahko zaposlil, ker jih lahko pogledam v oči in rečem: 'To bo najboljša poteza, kar ste jih kdaj naredili.' To lahko rečem zdaj iz izkušenj in vem, da govorim resnica. To ni prodaja, ampak obljuba. "

“ Tako sem hvaležen upravnemu odboru, osebju in skupnosti družbe DelNature za priložnost, da v zadnjih treh letih in pol opravljam funkcijo izvršnega direktorja, "je dejal Harper. "Zadnjih 14 mesecev pandemije me je spodbudilo k premisleku o mojih osebnih prioritetah in odločil sem se preseliti v Severno Karolino, da bi bil bližje svojim otrokom in vnukom. Ko bo Delaware prešel v ‘novo normalno ’, bo DelNature ostal predan okoljskemu izobraževanju, ohranjanju in zagovarjanju. Vesel sem, ko vidim, kam gre organizacija v prihodnosti. ”

Dawn Rittenhouse, predsednica uprave DelNature, je dodala: »V imenu celotne skupnosti družbe Delaware Nature Society se želim zahvaliti Anne za njeno vodstvo, zlasti v izjemno zahtevni pandemiji. Organizacija ima zaradi njenega vodstva močan položaj. Odbor se je zavezal ohranjanju tega položaja moči, hvaležen številnemu osebju, donatorjem in prostovoljcem, ki podpirajo naše poslanstvo, in se veseli gradnje v smeri še močnejše prihodnosti. "

Upravni odbor bo takoj začel nacionalno iskanje novega izvršnega direktorja.

Greenberg Traurig, LLP je dodal Corinne Moini v svojo pisarno v Delawareu kot sodelavec v sodni praksi podjetja.

Moini se osredotoča na svetovanje družbam, direktorjem in delničarjem pri hitrih in nepričakovanih sporih glede fiduciarnih dajatev, zakonskih zadevah, ki izhajajo iz zakonov o podjetjih in alternativnih entitetah Delawareja, zapletenih pogodbenih sporih, vključno s pogodbami o nakupu delnic ali premoženja po zaključku, in delničarjem. sodni spor.


Imate talent talent? Naj se ’ pogovarja!

Pripravljeni smo odgovoriti na vaša vprašanja. Izpolnite spodnji obrazec ali nas pokličite na 1-800-214-7537.

Lorraine Webb je vodja kadrovskih in organizacijskih podjetij z bogatimi izkušnjami na energetskem in komunalnem trgu.

Trenutno je gospa Webb podpredsednica za človeške vire in organizacijski razvoj za Philadelphia Gas Works (PGW) in je odgovorna za vse kadrovske in organizacijske razvojne funkcije, vključno z nadomestili, ugodnostmi, zaposlovanjem, upravljanjem talentov, wellnessom, EEO, EAP, HRIS sistemi , učenje in razvoj.

Gospa Webb in njena ekipa sta imeli ključno vlogo pri oblikovanju programa za upravljanje talentov in procesu načrtovanja nasledstva ob izstopu iz baby boomerjev, hkrati pa učinkovito obvladovali pomembne izzive v smislu notranjih in zunanjih omejitev.
Pred kratkim je Urad za razvoj delovne sile v mestu Philadelphia gospe Webb in njeni ekipi podelil uvodno nagrado Employer of Choice za leto 2019. Nagrada priznava zgledne kadrovske prakse.
Nadalje je pod njenim vodstvom PGW osvojila nagrado za kadrovsko službo leta

2011 in je bil večkrat omenjen kot najboljša delovna mesta

Manjšine in ženske v inženiringu pri reviji Diversity.

Gospa Webb je bila častna nagrada Philadelphia Leadership Awards za ženske e -novice, 2010

Poleg svojih izkušenj na področju energetike in komunalnih storitev je gospa Webb delala kot kadrovka v farmacevtski industriji, proizvodnji in bančništvu. Gospa Webb se navdušuje nad trenerstvom in rada pomaga strokovnjakom in vodstvenim delavcem, da dosežejo svoj polni potencial.

Gospa Webb je diplomirala na univerzi Binghamton in je članica SHRM.

Tom Sontag je izvršni direktor za človeške vire na Univerzi v Pensilvaniji. V tej vlogi je odgovoren za funkcije Learning & amp Education, HR komunikacije, Quality of Work Life in Tuition Benefits. Skupaj to Tomu daje priložnost, da uresniči svojo strast do razvoja talentov in učinkovitosti delovne sile.

Tom je od oktobra 2011 delal v Pennu in ima skoraj 35 let izkušenj pri usposabljanju in organizacijskem razvoju pri velikih organizacijah. Preden se je pridružil Pennovemu oddelku za človeške vire, je Tom opravljal vloge usposabljanja in učinkovitosti organizacije za organizacije, kot so Development Dimensions International (DDI), PNC Financial Services Group, Citizens Bank, Drexel University, NRG Energy in Covance. Diplomiral je iz angleške književnosti na univerzi John Carroll, magisterij MBA s poudarkom na človeških virih in razvoju vodstva na univerzi Duquesne ter doktorat znanosti. na področju izobraževalnega vodstva na Univerzi Drexel. Poleg tega je pridobil certifikate SPHR in SHRM-SCP.

Peggy Verdi je dinamična vodja kadrov s skoraj 35 -letnimi izkušnjami na področju kadrovske strategije, upravljanja sprememb, organizacijske zasnove, vodenja vodstva, učinkovitosti ekipe in ocenjevanja talentov, razvoja in upravljanja.

Peggy je trenutno podpredsednica za človeške vire in upravo (CHRO) v podjetju Subaru of America, Inc., kjer nadzira vse vidike človeških virov in podjetij ter storitev in ojačevalnikov, njegove prakse in operacije, da bi zadovoljila potrebe stalno razvijajoče se podjetje.

Preden se je pridružila podjetju Subaru, je bila Peggy glavna direktorica za človeške vire pri zdravstvu na domu BAYADA in kot izvršna direktorica, poslovna partnerka za kadrovske zadeve/načrtovanje sprememb pri Bristolu – Myers Squibb, vodilnem proizvajalcu zdravil in bioloških zdravil.

Peggy je na univerzi Rutgers diplomirala iz liberalnih študij s poudarkom na delovnih odnosih in magistrirala iz upravljanja s človeškimi viri.

Elizabeth Quarello (SPHR, SHRM-SCP) je energična višja vodja kadrovskih zadev z več kot 16 leti raznolikih izkušenj v hitrih podjetniških okoljih v različnih panogah, vključno s svetovanjem pri upravljanju, arhitekturo, mediji ter biotehnologijo in farmacijo. Je praktična voditeljica in vplivna oseba, ki ima strast do spodbujanja organizacijskih sprememb, da bi ustvarila pozitivne delovne kulture, ki organizacijam in posameznikom omogočajo, da v celoti izkoristijo svoj potencial.

Elizabeth je trenutno višja direktorica za človeške vire in operacije za Avid Radiopharmaceuticals, hčerinsko družbo Eli Lilly & amp v stoodstotni lasti. V tej vlogi je odgovorna za nadzor nad vsemi kadrovskimi funkcijami, je ključni višji član vodstva in nadzoruje operativne funkcije, vključno s HSE, skladnostjo, upravljanjem pogodb, upravljanjem in upravljanjem objektov.

Mike Higgins je izkušen vodja kadrov z več kot 20 -letnimi izkušnjami na področju razvoja vodstva, odnosov med zaposlenimi in delovnimi silami, svetovanja glede uspešnosti in izobraževanja vodilnih v industriji maloprodaje, finančnih storitev in zdravstva.

V svoji trenutni vlogi višjega direktorja za strateško upravljanje talentov in izobraževanje v Otroški bolnišnici v Philadelphiji Mike vodi dejavnosti upravljanja s talenti v celotnem podjetju, vključno z vodenjem, strokovnimi veščinami, kariernim in organizacijskim razvojem, načrtovanjem nasledstva, vodenjem uspešnosti in angažiranostjo zaposlenih za 15.000 zaposlenih v bolnišnici.

Mike je diplomiral iz srednjega izobraževanja na univerzi LaSalle in magistriral iz izobraževanja (korporativno izobraževanje/oblikovanje sistemov poučevanja) na državni univerzi Pennsylvania.


Za uspeh v kaosu današnjega razvijajočega se sveta je potrebna sodobna tehnologija upravljanja delovne sile, ki vam in vaši ekipi pomaga, da ostanete pred krivuljo.

  • Sprejmite najboljše prakse, ki preoblikujejo vaše podjetje, tako da pooblastite menedžerje in ekipe, da zagotovijo neverjetno uporabniško izkušnjo
  • Povečajte uspešnost svoje ekipe in izkoristite strokovnjake za doseganje današnjih ciljev in za jutri postavite nove
  • Prihodnji dokaz vašega vodstva delovne sile, saj veste, da vas pokrivamo


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Država se bo preselila na obalne projekte, povezane z vrtanjem nafte v Atlantiku

TRENTON, 28. decembra-Splošna strategija New Jerseyja za zaščito svojega obalnega območja pred prekomernim razvojem med hitro bližajočo se atlantsko dobo vrtanja nafte je skoraj končana, je v današnjem intervjuju dejal David N. Kinsey.

G. Kinsey, vodja Urada za obalno območje pri oddelku za varstvo okolja, je dejal, da bo guverner Byrne v kratkem predložil oris strategije v zvezno odobritev.

Na splošno bo. bar od mokrišč in turistično usmerjenih območij rafinerij nafte, obratov za predelavo plina, cevovodov, rezervoarjev in drugih večjih objektov na kopnem, ki nastanejo pri vrtanju na morju.

Namesto tega bo takšne objekte omejila na celinska območja ali obalna območja Severnega Jerseyja in Philadelphije, ki že imajo petrokemično in rafinirano industrijo.

Septembra je oddelek objavil 223-stransko »strategijo obalnega upravljanja« za obalo New Jerseyja od Raritanovega zaliva do mostu v zalivu Delaware v Wilmingtonu, Del. Novembra je imel ta dokument v osmih obalnih mestih.

Vključene revizije

G. Kinsey je dejal, da njegova pisarna zdaj zaključuje revizijo "strategije" za vključitev idej, ki izhajajo iz teh srečanj, in načrtov za obalno upravljanje, ki jih je predložilo 12 obalnih okrožij New Jersey. Dejal je, da bo njegova pisarna do naslednjega meseca prejela končne osnutke zadnjih občinskih načrtov.

Državna in občinska strategija sta bili letos razviti v študijah, ki jih je financiral predvsem urad za upravljanje obalnih območij pri Nacionalni upravi za oceane in atmosfero na Ministrstvu za trgovino.

Komisar Rocco D. Ricci iz State Departmenta za varstvo okolja je dejal, da je dokument o državni strategiji. zagotovil "trden okvir" za odločitve o razvoju, ki naj bi jih predlagale naftne družbe in druge industrije ter razvijalci.

Rekel pa je, da "to še zdaleč ni zadnji korak pri upravljanju obale New Jerseyja in#x27s".

Po besedah ​​gospoda Kinseyja bo konec leta 1978 dokončal strategije upravljanja državne obale na severu New Jerseyja in vzdolž reke Delaware.

Hkrati bo po njegovih besedah ​​oddelek začel s študijami, da bi natančno določil, kakšni projekti so primerni za vsak trakt na celotnem obalnem območju.

Vse to delo iz leta 1978 čaka na dodatna zvezna sredstva po predložitvi prvega dela državnega strateškega dokumenta.

Prvi segment določa politiko New Jerseyja za "usmerjanje cevovodov za surovo nafto in zemeljski plin na morje stran od središča borovih gozdov in ponovno potrjuje državno politiko ohranjanja na obalnih mokriščih".

Prav tako vzpostavlja politiko osredotočanja in ne izplačevanja ne le industrijskega razvoja na obali, ampak tudi obalnega komercialnega in stanovanjskega razvoja.

Deset naftnih družb je prejelo vsa dovoljenja, ki jih potrebujejo za začetek vrtanja v New Jerseyju prihodnji mesec, vendar je družba Exxon, ki naj bi prva vrtala, nakazala, da bo počakala, dokler se vrhovno sodišče ZDA ne odloči, ali bo zaslišalo pritožba, ki izpodbija pravico naftne industrije, da začne vrtati. Tiskovni predstavnik Exxona je dejal, da upa, da bo pravni izziv odpravljen do februarja in da se bo nato začelo raziskovalno vrtanje.


Omogočanje digitalnega kadra v oblaku

Ker digitalne tehnologije še naprej napredujejo, direktorji informacijske tehnologije sodelujejo z voditelji podjetij, da se odločijo, kdaj bodo naredili preskok na naslednjo generacijo aplikacij. Ker se številni sistemi za kadrovske zadeve, ki se nahajajo v prostorih, bližajo koncu svoje življenjske dobe, je ta čas morda zdaj.

HR application vendors have devoted significant R&D to cloud solutions in recent years, opening the opportunity for enterprises to replace outdated legacy software with SaaS alternatives. Just over a quarter (27 percent) of those surveyed during a recent Deloitte Dbrief webinar poll on the topic said their companies are implementing HR cloud technologies today.¹

A Seismic Shift in HR Technologies

In the past, HR systems routinely took several years to implement. In those days, HR professionals were often waiting for the software to catch up to their needs. With the introduction of cloud-based systems, new functionality can be implemented iteratively at a pace the HR function can manage and deploy based on business needs. It can still take years to roll out and integrate an entire new system, but there’s more flexibility to pick and choose along the way.

Employee demographics have also shifted in recent years. HR functions serve a multigenerational workforce with diverse needs, wants, and expectations from technology. That puts further pressure on HR to be flexible enough to provide the best channels of access for this varied population.

Cloud capabilities are just one aspect of HR’s digital transformation. Nearly one-third of respondents said integrating analytics and reporting was at the top of the digital HR agenda today, followed by moving to the cloud (15 percent) and developing integrated mobile apps (14 percent), according to the Dbrief poll. However, integrated cloud offerings and platforms offer the promise of richer employee experiences, advanced analytics, and mobile capabilities. The future is destined to bring new capabilities in the areas of robotics, artificial intelligence, sensors, and more—all of which may work best with a cloud approach.

Bringing Cloud Down to Earth

CIOs can help HR leaders separate fact from fiction regarding cloud systems. Addressing some common myths about cloud implementations and their impact will help HR better assess its options.

Customizability. Some HR leaders may assume that moving to a SaaS platform will constrain their ability to customize the solution, but that’s not necessarily true. Although cloud platforms do not support customization in the same manner as on-premise solutions, they are highly configurable. In many cases, they are more capable of supporting complexity, such as variation by business unit or geography, than legacy software. The more concerning issue is customization’s potential impact on support and service delivery.

Time to value. Another cloud myth is that reporting and analytics capabilities work “out of the box” and deliver immediate value. That’s rarely the case. Many tools are powerful and easy to use. However, data architecture, completeness, and quality affect the ability to perform meaningful analytics, and data harmonization and cleanup take time.

HR may expect cloud implementations to be faster to implement than on-premise solutions, and that’s typically so—though not always to the degree advertised. After all, a lot of technology and development-related tasks fall off the work plan because cloud implementations are iterative. Yet clients will spend more time on process design while moving to the cloud in order to take advantage of built-in process capabilities. Integrations, conversion, and testing will also drive much of the overall implementation duration and cost.

Cost. HR leaders may presume the cloud is always cheaper. The financial case, however, depends on the current state. Companies that have neglected to invest in HR systems will see more financial benefit than those that have continually improved them. Most companies find that swapping one technology for another does not produce enough savings to support a purely financial business case.

Ongoing support. Contrary to popular opinion, sticking with an incumbent vendor may have little benefit. In almost all cases, moving to the cloud is a re-implementation. True configuration migration tools are yet another myth, as is the belief that HR no longer requires IT support once it moves to the cloud. HR will be empowered to configure systems, but IT will play a critical role managing integrations, updates, and security.

Picking the Right Partner

Once a company makes a business case for cloud HR, it must select a vendor. Historically, IT spent a lot of time with HR gathering requirements and conducting detailed examinations of features and functions before selecting a system. But in today’s mature market, all the leading enterprise HR vendors offer advanced cloud platforms, strong core functionality, breadth and global reach, and flexible deployment options. The look and feel may be different, but the capabilities are strikingly similar.

Thus, IT works with HR to assess cloud vendors on a number of other criteria, including how intuitive and seamless the end-to-end user experience is and whether the solution is fully integrated throughout the employee lifecycle. They'll consider vendor relationship issues such as previous experiences and how a provider’s size, speed, and level of agility mesh with the company’s own. They may also evaluate deployment options, the stability and quality of systems, integration capabilities, and—of course—price.

Each company may evaluate the same criteria differently. Some are willing to sacrifice capabilities for a cohesive user experience, for example, while others want the most robust functionality regardless. Some want to customize, while others see the cloud as a chance to standardize.

Beyond Distributed Systems to Disruptive Systems

At a basic level, cloud HR capabilities are an evolution in technology. But, when considered in the context of HR’s digital transformation, they can be revolutionary. These distributed systems may enable HR to be more agile and flexible to meet increasing demands from employees for more streamlined, user-friendly, and mobile experiences and to set the stage for broader digital transformation in the enterprise. As legacy HR systems begin to show their age and deliver decreasing value, IT leaders have an opportunity to explore the business case for cloud HR as a catalyst for HR change.

—by Gary Cole and Declan Watson, principals, Deloitte Consulting LLP


As the economy moves forward, local workforce development boards (LWDBs) continue to address evolving customer needs. Evidence from these three Workforce Innovation Fund (WIF) evaluations on Workforce System Strategies can help LWDBs improve services in an ever-changing environment. The evaluations document descriptive, outcome, and impact findings about programs created to assist at-risk youth and homeless populations develop skills to be successful in the labor market.

Final Report for Housing Works: A Regional Workforce-Housing Alliance
Worksystems, Inc., in Portland, OR established Housing Works alliance to streamline workforce services for public housing residents and prepare them for in-demand careers. Residents participated in career mapping workshops, skills training, internships, and on-the-job training. The implementation evaluation found that participants valued the workshops, training opportunities, and developing skills within a peer cohort. While the program met its targets for participant enrollment in occupational training, it fell short for the number of participants completing internships or on the job training opportunities. The impact study concluded that participants were 20 percentage points more likely to be employed in the first quarter after exit than public housing residents who did not participate in the program.

Housing and Employment Navigator Program Evaluation
A consortium of LWDBs in Washington State used WIF funds to establish a Housing and Employment Navigator Program. The program trained local workforce agency staff to act as &ldquoNavigators&rdquo to provide rigorous, individualized career development case management and to assist the heads of homeless families find employment. Evaluators used a random assignment methodology to contrast outcomes for families receiving Navigator services with comparable families who did not. The study found short-term positive impacts on participation in education and training programs, as well as evidence that suggested longer-term increases for employment and retention. Click on the link above to learn more about the program&rsquos impact.

Evaluation of the Linking Innovation, Knowledge, and Employment Program: Final Evaluation Report
The Linking Innovation, Knowledge, and Employment (@LIKE) program was created by a partnership of three Southern California counties with a WIF grant to help disconnected individuals meet educational and employment goals, retain employment, and increase earnings. The program evaluation found that @LIKE not only achieved its stated goals, but also had a statistically significant impact. Over 70 percent of participants completed a Career Awareness Component, a substantial number obtained a career credential, and a significant share of participants received either a paid internship or unsubsidized employment. Read the report for more outcome and impact information.


Multicloud Infrastructure for the Future of Work

COVID-19 has driven a fundamental shift in technology architecture, pressing many organizations to accelerate cloud migration. With the future of work on fast forward, infrastructure suddenly holds new potential for competitive advantage.

As IT departments scrambled to virtualize the global workforce earlier this year, stress on existing infrastructure forced many organizations to lift and shift to the cloud quickly, with speed prioritized over optimization. At the same time, infrastructure risks such as limited access to on-premise systems and the vulnerability of tightly interlocked business and technology architectures took on new urgency.

As the dust settles on cloud decisions made over the past year, revisiting the technology backbone now can help businesses plan and modernize more thoughtfully to optimize processes, mitigate risk, and manage complexity. Picking up from the compressed COVID-19 timeline, many organizations are now focused on planning, fine-tuning, and deploying in three key areas: multicloud solutions for heterogeneous infrastructures, federated security, and DevOps. Organizations that move quickly have an opportunity to approach infrastructure as a competitive edge and rethink how technology enables work, the workforce, and the workplace to operate virtually and at peak performance.

From Multicloud Strategies to Solutions

With multicloud and hybrid cloud strategies now the norm, managing cloud complexity is ready for the next frontier: configuring tools, software, and technology for full-stack, multicloud solutions that focus on access, network management, operations, and end-point complexity. These solutions include capabilities such as identity and access management, network monitoring, metadata management, and AI for IT operations (AIOps) to manage workforce systems and platforms. Effective multicloud solutions provide orchestration to manage data, resources, and workflow and to ensure efficient data flow across the full solution architecture, from storage and databases to platforms and security.

&lsquo Managing cloud complexity is ready for the next frontier: configuring tools, software, and technology for full-stack, multicloud solutions that focus on access, network management, operations, and end-point complexity. &rsquo

Primary considerations for multicloud solutions include building common data services, managing heterogeneous infrastructures, resolving endpoint complexity, and embracing new methodologies in IT operations, including AIOps. Deployed successfully, multicloud solutions can help reduce redundancy and enable data compatibility, API connectivity, and enhanced governance. They can also help organizations establish flexible consumption models with improved cost governance and enable predictive monitoring.

Federated Security: Well Matched for Virtual Access

Increased use of home internet and personal mobile devices has magnified the security risks and requirements for trusted access. The shift in how and where people work has reinforced the need for federated security strategies that have proven successful for driving situational awareness and for managing distributed, heterogeneous infrastructure security across tiers. Federated security models can be used to reach every infrastructure tier, device, or process and close security gaps with network segmentation. The framework enables organizations to deploy, integrate, and manage multiple cloud computing services while defining and implementing federated security protocols across the application, network and system layers, and the cloud security center.

Strong federated security for multicloud architecture should focus on proactive defense monitoring (early warning, command, and control), secure supply chain, and managing access-point attacks to defend against malware, advanced persistent threats, and network intrusions across infrastructure tiers, data storage, trusted platforms, websites, and operating systems. Federated security can also be used to enable dynamic threat information sharing. For example, the U.S. Department of Homeland Security has created a cyber defensive and intelligence-sharing ecosystem across a network of organizations for increased security against known and novel attacks with programs such as Continuous Mitigation and Diagnostics and Einstein.

As federated security has matured, the focus has increasingly shifted to web services, security as a service for a cloud federation, multicloud environments, blockchain-enabled frameworks, and network ecosystems. These trends will likely continue as remote work triggers new security requirements, including new infrastructure for trusted network access, perimeter-based security, federated instant messaging, and federated computing down to the end-point level. Through a federated security approach, IT can increase situational awareness, better manage access-point attacks, and enable more dynamic threat intelligence and remediation.

DevOps in a Distributed World

DevOps has helped many IT teams address organizational and process bottlenecks and can be particularly useful for larger cloud migrations and scaling to the cloud. DevOps is a culture shift that streamlines processes with communication and collaboration techniques for stronger teamwork and, ultimately, better, more reliable software delivered more quickly.

While DevOps technology is straightforward—automated scripts, continual integration and delivery, and automated provisioning—transforming existing processes and structures to support automation and drive a culture change across a range of operations can be more challenging. With people and teams working remotely across nonstandardized infrastructure, these processes need to evolve to bring in new, flexible communication and collaboration techniques that factor in increasingly fragmented, remote, and heterogeneous work environments.

As virtual settles in as the new norm, IT can focus on Agile release cycles, virtual collaboration tools, hyperautomation, and continuous improvement across the entire product life cycle with end-to-end DevOps. This approach uses automated and repeatable processes to help teams align on and achieve shared goals and objectives in a standardized and consistent build-and-development environment, with the goal of enabling them to react and respond most quickly to work of immediate value.

Workforce Considerations

It is important to remember that moving to the cloud is far more complex than simply deploying cool new technologies. Cloud fundamentally changes the way work is done, who does it, and what tools and processes are necessary for success. However, many organizations approach cloud as just another technology project and neglect to address the critical changes required to realize the benefits of cloud capabilities and technologies, achieve business objectives, and create competitive differentiation.

While traditional infrastructure is physical and can require months to acquire, cloud applications, services, and products can be integrated relatively quickly, so everything—and everyone—must move faster. A cloud-enabled environment is about software and end-to-end automation, further enabling Agile, product-centric development methods, and tools such as DevOps. Building minimum viable products and continually iterating requires the right operating model and a complete shift in mindset, behavior, and culture.

Creating a cloud operating model designed for an individual organization and integrating it with a talent strategy allows for scaling cloud capabilities toward achieving the greatest business value. Understanding the skills needed to do this—and where to find or how to train people—is critical to creating an agile organization that can make quick decisions when working on cloud technologies.

With multicloud and hybrid cloud strategies already the norm, COVID-19 has accelerated cloud migration. Work, the workforce, and the workplace have been altered in profound ways, but organizations that double down on multicloud solutions, federated security, and DevOps can create the cloud-enabled infrastructure to make virtual business work today and well into the future.


Why Cloud Is on the Board’s Agenda

Once viewed primarily as a tool for cutting IT costs, cloud technology is now a strategic driver and enabler of business performance and shareholder returns. Increasingly, it is critical that company boards have a solid understanding of what the cloud makes possible and how their organizations can use it to build new competitive advantage, mitigate business risk, and strengthen their financial foundation.

With all the jargon-filled hype that has long surrounded cloud computing, it is little wonder many view cloud as an IT issue and not a board-level concern. Yet, when used effectively, the cloud can significantly enhance company performance—and even disrupt organizations and industries by enabling new revenue streams, greater profitability, enhanced resiliency, and increased responsiveness to customers. Taking full advantage of these powerful capabilities requires a solid understanding of the business possibilities on the part of CEOs and boards of directors.

Some board members may have little direct experience with cloud computing beyond personal file-storage offerings such as the iCloud® online service. At its core, cloud is the concept of using a network of remote servers hosted on the internet to store, manage, and process data as well as provide application services, rather than doing so on local, or on-premise, servers. The cloud can provide incredibly low-cost storage, a high degree of business and technology flexibility, and access to the latest technology and security—including, importantly, new capabilities and tools that can drive innovation. As the cloud takes on an ever-greater role in business, it is important that boards of directors be well informed. CIOs and other company leaders can play an important role by helping boards focus on six critical areas: three related to new business frontiers—what might be called “above the line”—and three related to optimizing the organization.

Above the Line: New Business Frontiers

Synchronize the enterprise. The cloud can play an important role in helping businesses achieve a long-sought-after goal: better integration and synchronicity across the enterprise. Using it, an organization’s supply chain, sales, and marketing functions, for example, can now work together more closely, share data, drive integrated decisions, and move more quickly to innovate or solve customer problems. Cloud helps to make this possible by creating common, connected data sets enabling deeper, more sophisticated insights and analytics enhancing collaboration through new sharing platforms and tools and increasing the speed of decision-making. Today, the cloud is the fundamental backbone enabling the next wave of enterprise synchronicity, arguably a critical competitive advantage in the current business landscape.

AirAsia, in becoming a data-first business, deployed cloud technology to help it capture, analyze, and report on massive volumes of data to address complex problems and create new opportunities. Različno cloud-native services such as data dashboards, machine learning engines, and application creators have helped the company accomplish these goals.

Drive business innovation. Not only is the cloud helping to innovate IT strategy, it has become a driver of business strategy as well. Today, any company can use the cloud to quickly and inexpensively tap disruptive tools and capabilities such as machine learning algorithms, internet of things (IoT) platforms, augmented and virtual reality applications, image recognition, and natural language processing capabilities, among others. Increasingly, leading organizations are using these capabilities to curate and deliver new customer experiences, create and market customer-specific offers, optimize manufacturing and operations, and find and onboard better talent. Among the typical results from these efforts are higher revenue growth, lower costs, more consistent operations, and better retention.

Philips Lighting, rebranded as Signify, provides connected lighting and IoT systems and services using the cloud as a foundation. The company created new revenue streams through cloud-based products and services and developed distinct competitive advantages in a changing competitive landscape.

Unleash new talent and new ways of working. Optimizing an organization for cloud and aligning technology with business needs can bring benefits across all company functions. While this may require finding new talent and designing new ways of working, the outcome can be transformational. Leading-edge technology capabilities and inventive technology solutions attract new workers and provide access to alternative talent ecosystems with new skill sets. This means bringing in different types of professionals, such as DevOps engineers, Agile masters, and user experience designers, who bring a fresh perspective to innovation within the organization. In addition, cloud infrastructure enables process improvements, including the use of automation or human augmentation, that can improve the productivity of the workforce across the enterprise. Finally, as IT organizations become more closely integrated with business lines, agility, team connectedness, and the transparency of data and processes become key assets for growth.

Capital One has hired hundreds of technology staff to develop products like its new chatbot, Eno. Its curation of talent helps it provide products that match the experience customers can get in all other aspects of their lives. From an all-star, in-house AI design team to filmmakers, anthropologists, journalists, and designers, this collaboration gives the company a unique skill set and perspective to help it win customers.

Below the Line: Optimizing the Organization

Build resilient operations. One of the biggest business benefits of cloud computing is that it can enhance a company’s overall resilience, helping it to respond more quickly to changes ranging from physical outages to market-driven disruption or geopolitical crises. For these reasons, an important part of understanding the cloud is considering how an enterprise’s current infrastructure and capabilities may be limiting its ability to detect and address new risks and vulnerabilities—and how cloud technology can help. Moving to a public cloud provider means not only shifting away from the company’s own data center but also gaining the ability to replicate data and application services across more than a single data center or region. The result can be new resiliency, which helps to maintain continuous operations and safeguard people, assets, and overall brand equity.

Hess Corporation used the Amazon Web Services (AWS) cloud to focus on a growing volume of drilling data, seismic information, and other big data opportunities while positioning its infrastructure for improved disaster recovery and increased reliability.

Enhance security. Security concerns are top of mind for leadership given the publicity that follows most breaches. It is important to understand how security is different in the cloud because of the tools that are native to each cloud provider’s environment and the fact that cloud providers typically take responsibility for the security of the lower-level infrastructure layers. With thousands of organizations now hosted in the cloud and testing its security—many with extreme security standards—cloud providers have established a strong track record of supporting very secure environments. As a result, cloud environments can be as secure or even more secure than those on-premise—but only when implemented correctly by a skilled and trained security team. This shared security responsibility between cloud providers and the clients they host changes how organizations anticipate and prepare for security risks.

The CIA trusts the AWS cloud to keep its critical information safe. After signing a $600 million contract with AWS in 2014 to use its C2S cloud, the CIA is now using that cloud to take advantage of cutting-edge capabilities such as natural language processing and sentiment analysis to create innovative national security tools.

Scale compute costs as needed. One of the longest-standing benefits of cloud computing is its ability to help organizations alter the way they pay for tech—away from heavy upfront capital spending and toward operational-based spending. That can bring many advantages, including making it easier for companies to respond quickly to market shifts or changes in broader financial priorities. It also helps companies capture cost efficiencies in dynamic cloud pricing by increasing or decreasing computing capacity as needed. Employed effectively, it can facilitate granular spending control across dimensions including major systems and applications, divisions, or seasonality. Many companies in industries such as oil and gas, semiconductor design, and drug discovery use finely tuned dynamic cost management to tap previously unaffordable massive compute capacity while paying for it only when it is needed. Faster results at lower cost is a winning formula in any business, and there can be beneficial tax implications as well.

Dynamic computing has helped AlphaSense, an AI-powered business insights platform, reduce both costs and developer time. By using the public cloud, it can now reprocess its entire database in two hours rather than a week, for a cost of $80 rather than $5,000.

Cloud technology is no longer a new frontier today, it is a mature and integral part of the IT landscape and a key driver of business performance. As such, it is an essential topic of conversation between boards and management. By ensuring it is a recurring part of the agenda in interactions with board and subcommittee members, CIOs, CFOs, CMOs, and other business leaders can build support for cloud efforts and ensure their organizations take full advantage of this critical capability.

—by Andrew Adams and Richard Walker, principals, Deloitte Consulting LLP Benjamin Finzi, managing director and leader of the Deloitte CEO Program, Deloitte Services LP and Jeff Huget, specialist leader, Deloitte Consulting LLP

Next up in this weeklong cloud-focused series: “The Societal Impact of Cloud.”