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Much has and needs to be said about an enterprise's AI strategy. Artificial Intelligence or AI is considered a fundamentally disruptive technology similar to the steam engine, electricity etc, a technology that will be pervasive and absolute in its impact on the world and its inhabitants. The ability to find hidden patterns to predict the future or detect a behavior has massive implications across the world, in every industry, sector, and domain. When faced with this realization, enterprise's can find themselves stuck, paralyzed and unsure about how to proceed. The field of AI is decades old already and the early success stories have been practicing AI for multiple years already with the tech industry leading the way. How can an enterprise that has no experience and competency in this area let alone lead the technology or even leverage it appropriately to drive business value? When developing the AI strategy, two ideas are paramount. First, this a fundamentally disruptive technology and the enterprise will need to establish it as a core competency for the foreseeable future. Not doing so will not be an option. Second, a long-term plan to success is superseded by the need to drive quick wins and small successes not only to build confidence but use real-world experience to develop and hone that skill. The Short-Term AI Strategy The short-term AI strategy should focus on driving immediate business value through enhanced customer experiences that leverage any field of AI be it machine learning, deep learning, natural language processing etc. Driving the usage and deployment of AI in front of an end user making them smarter, productive and better informed can pay rich dividends by not only helping the enterprise can real-world experience, but it can also give a perception boost to the company as being innovative and cutting edge. However, most importantly, this can highlight and promote the success and potential of AI in the enterprise and encourage a snowball eff

One of the top reasons for digital innovation and transformation failures can be summarized as the enterprise trying to reinvent the wheel. This is the tendency of the enterprise to attempt to create technology, platforms, and applications that have already been implemented, scaled, optimized and almost perfected. This tendency almost always ends up a failed one as it does not create any net new value for the enterprise but comes with a massive opportunity cost as the enterprise spends crucial resources on reinventing the wheel than innovating for the customer. How The Wheel Is Reinvented Nontechnology enterprises can get trapped in a reinvent state where they conclude that homegrown technology is the only path towards customer and business value. This in itself is not entirely false however the type of enterprise and their decision-making process along with the capabilities they have in house have a very large impact on the success of the strategy.eRaaadada Reinventing the wheel happens when a non-tech enterprise discovers a technology trend towards much later in the hype cycle almost towards the end when the technology is hitting the mass market and decides to recreate or reinvent its own version of the technology. This is often done with the assumption that with some investment, the enterprise can have a home grown version of technology or platform that is designed specifically for its needs and is thus a better fit. However, enterprises assume that the state of the technology will remain constant and while they are attempting to home grow a version that can match the current state of the art. In reality, the state of the art shifts and the enterprise is not able to bridge the gap. Who Reinvents The Wheel Typically, technology teams often decide to go down the path of reinvention when they are allowed to make technology upgrade or technology creation decisions without business KPIs and cost constraints i.e. clear success criteria with fixed cost and clear ti

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Blockchain are certain to disrupt almost all industries fundamentally. Though there are technical issues, the idea of utilizing a blockchain to prove ownership, to prevent double spending and to establish trust and transactions in an otherwise trust-deficient world, is gaining excitement and acceptance. More and more enterprises are getting curious about the blockchain and are willing to start investing in learning, prototyping, and building on top of the blockchain technology. Starting out with the blockchain requires investment in a building the domain expertise, establishing the identity, establishing the infrastructure and deciding the blockchain that the enterprise wants to work with. Among these decisions is the question: Should the enterprise choose a public blockchain or a private blockchain. Both have advantages and disadvantages and the question can often come down to what are the short term goals and potential applications that the enterprise wants to build on the blockchain. Public BlockChains The default option when considering blockchains is the public blockchain. This is the blockchain that is truly decentralized, leverageable for any type of transaction and in the case of the Ethereum blockchain, offers SmartContract authoring capability that makes the blockchain very attractive for building contracts that reflect the needs of the real world. However, for an enterprise deciding between public or private contracts, there are some considerations that require attention. Speed and Scalability Public blockchains tend to be slower as they are limited by the number of transactions that can be verified every second and confirmed every 10 minutes. There are several efforts underway to make blockchains faster and more scalable however those will take time to get implemented. Speed and scalability will continue to be an issue and contracts and applications that require instant or near real time execution will suffer from this lack of speed and scale. Se

Lean systems are meant for producing the best products and services with little or no wastage of various kinds of resources. Lean supply chain management purports to create a well designed supply chain management system where all the resources are effectively utilized. The people, processes, technologies and suppliers will be optimized at the beginning of the implementation and it will be an ongoing process. The best of the best features will be implemented and there will be no room for waste. Lean supply chain helps companies deliver high quality products quickly and efficiently. What is expected from lean supply chain management? In fact, lean supply chain management is a new way of thinking to understand the supplier networks. It is required to have cooperation with various suppliers and should be able to balance it with the competition present in the market. There is a great deviation between lean supply chain management and traditional methods. There will be less number of structures in lean model whereas they are more in traditional systems. Most of the lean supply chain management principles are derived from the basic lean principles. How companies will be benefited by the lean implementation? By implementing lean methods in a systematic way, companies will be benefited to the greatest possible extent. The winning business strategy realizes the importance of the relation between the supply chain management and the overall financial status of the company. By streamlining the supply chain management with all the other core aspects of the company, the business will emerge into a profitable enterprise and will be able to deliver cutting edge solutions. Strategy for lean supply chain management In order to implement the lean supply chain management in an effective manner, it is required to build the core infrastructure and should be collaborated internally and should be executed externally as well. The next step would be the selection of the right kind of

Digital Transformation has become a necessity for enterprises in every vertical, sector and industry. Software is indeed eating the world and there is no industry that cannot ignore the burning necessity of transforming to a software driven organization. However, the road to digital transformation is long, unpaved and full of dangers. It is a road that most enterprises that are embarking on it have never encountered. These organizations realize that their ultimate survival depends on navigating this road but are hesitant, unsure and scared because this transformation requires competencies, culture and an approach that is alien and unknown. Though, traditional IT departments have always been part of such organizations, they have always been looked upon as plumbing that ultimately is only relevant in the background to keep the lights on. Faced with impending doom, organizations have no choice but to rethink their IT. This is not simply an initiative in the IT team. CEOs and CFOs need to rethink what and how software can and will disrupt their companies. Business and IT need to come together to have a joint software driven experience strategy and needs to be prioritized by the CEO and funded, for the long term by the CFO. Do you need to think about a Digital Transformation strategy? If you answer YES to any of the questions below, you should. Are your teams, data, and systems fragmented? Are your key processes fragmented, manual? (for example, Onboarding, Decision Making, Incident Management, Support) Is your data of low-quality data (customer profile, transactions, glossary, documents) Is your regulatory compliance inconsistent and more a matter of luck than planning? Could your customer relationship, lifecycle, performance management be better? Could the information flow in your organization be matured? Do you have a weak understanding of internal and external events and how they impact your business?

The cutting edge platforms for today will be the commoditized platforms of tomorrow. As the technology matures and evolves, the previous generation of technology becomes easier to build and deploy enabling a rush of vendors to capitalize on it by making it accessible to the largest possible customer base. This puts enterprises in the nontechnology sectors in an awkward position. Often not ready to consume the latest and greatest technology due to parts of their stack unable to leverage new technology and requiring upgrade to and deployment of the stepping stone technology, these enterprises have to choose between vendor lock-in in a multi-year software and service contract or risk building and implementing a version of the older technology in-house. Business Drivers of Infrastructure-as-a-Service The biggest risk in building technology platforms in-house is the risk of commoditization. The argument played out with the debate over internal vs. public clouds. Initially, enterprises were hesitant to leverage public clouds with several of them opting to build internal, private clouds. Building a cloud is hard. Operating and maintaining a cloud is even harder. Ensuring that the cloud is running on and leveraging the best in class technology requires dedication to the cause. This is often missing in non-technology enterprises by design given they are driven by different and separate business drivers and considerations. A cloud service provider is motivated to ensure the best in class service and technology because that drives revenue for them. An enterprise whose main business is not offering cloud or software services will not be motivated by the same drivers and thus there will be an inherent difference in their approach and success with building and delivering an internal cloud. Business Drivers for Platform-as-a-Service The same argument (public vs private clouds) applies to platforms. Building the best in class platforms that offer the ability to develop cuttin

Sentiment, Sentiment Analysis, Sentiment Tracking have become a hot topic with multiple 'AI' startups focussing on providing sentiment driven insights to enterprises. The number of such startups points to the potential that enterprises see in Sentiment analysis and the impact it has on how the enterprise plans, operates, executes and delivers value. Sentiment Analysis is process of extracting sentiment (emotion or feelings) captured in signals that are embedded in various types of media such as print, text, audio, video, images etc. For example, if a reporter submits a report on a particular enterprise, the sentiment embedded in the article can point to how excited, worried, upbeat or impassive they might are about the enterprise. This sentiment can be then used by the enterprise to understand the perception about the enterprise that the external market carries and whether that perception is improving, degrading or staying unchanged. This insight can be used by the enterprise to improve their go to market plans, change their PR strategy or even go deeper and change their product strategy. Sentiment Analysis Is Not New The tracking, measurement and use of Sentiment is not a new scenario. Enterprises have been leveraging the output of sentiment analysis for a long time. User surveys, focus groups, market research, customer interviews etc. are all examples of generating data to perform and track sentiment. Similarly, influencer marketing through association with influencers or events or organizations with a certain perception or sentiment associated with them is a common technique to improve the enterprise's own sentiment. Sentiment Analysis and strategizing based on the analysis is a common and required function for any enterprise. Sentiment Analysis Using Artificial Intelligence With the advent of Artificial Intelligence (AI), enterprises now have another technique in their kitty to understand how they are perceived in the market and how that perception i

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Our customers have had great luck printing from SKM and we recommend SKM to anyone looking for arc flash software. SKM has a great support staff and they offer lots of training seminars to help their clients in using their software. After working with thousands of clients on arc flash, we have seen SKM grow to be a large company that have always put its customers first, if you have any questions please call 866-777-1360 or click on the links below. A Brief History of SKM Software: SKM Systems Analysis, Inc. is a California-based corporation founded in 1972. They originally developed the DAPPER power system analysis software on a mainframe at the UCLA Computer Center. By 1978, DAPPER was running in time-share mode on the Control Data Corporation mainframe, and being used by engineers both in the United States and internationally. The first PC version of DAPPER was released in 1981, followed in 1983 by the CAPTOR software. A_FAULT was developed in 1988 and IEC_FAULT in 1991, to provide ANSI and IEC-909 fault calculations. SKM released Power Tools in 1995, completely rebuilding it from ground up using the latest Arc Flash development tools. The new Windows PTW line of software offers the same powerful studies that have been available in DOS, but adds greater flexibility. No other software can match SKM's Power Tools for project analysis flexibility, speed, or database integration. With over 35,000 users worldwide, no other software package has the breadth of support from the professionals in the engineering community of SKM Power Tools for Windows. From industry leaders like Cutler-Hammer, GE, Square-D and Siemens Westinghouse, to independent contractors and leaders in every industry, Power Tools is the application of choice when it comes to electrical engineering software.

We all know how irritating it can be to lose something we need. Whether we lose something simple such as a pair of nail clippers or misplace the correct size wrench to fix an immediate automobile problem, when something becomes lost or misplaced it results in a loss of productivity. Instead of using the item to meet its intended purpose, we are scrambling around searching for the item causing a loss in valuable time that could be spent doing other, potentially more important activities. The U.S. Marine Corps understands the value of lost production time and has implemented a specific tool control program to help counteract the occurrence of lost tools(tool control program). How the Tool Control Program Works The U.S. Marine Corps utilize the help of many tools to service varying levels of Navy aircraft, in fact there are more than 100 different service maintenance requirements and each service procedure requires its own set of tools. The sheer amount of tools needed to service the differing Navy aircrafts is mind boggling. However, it order to keep tools organized and easily accessible when needed, a specific tool control program was enacted. The program basically involves the usage of customized tool boxes that contain specific tools. The intent is that each tool has a specific location within a certain toolbox, which allows for a quick inventory check to verify that all tools are present when a maintenance requirement is conducted. Then, once the tools have been used, they are placed back into the correct toolbox and into their exact location for the ease of future use. Most of the toolboxes utilize customized cut foam to safely and efficiently cradle the tools. The goal is to make sure all tools are properly put away when not in use and easily found when needed. Since implementing the tool control program, there has been a significant amount of savings in time, space, and money within the maintenance department of Navy aircraft.

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It's not too late to jump on to the Blockchains trend. We often hear from customers whether it is too late to get behind blockchain. The number of startups in this space is growing rapidly and the number of large ISVs and SIs providing blockchain capability and expertise is also increasing. However, the market and the technology space for blockchains is far from saturated, settled or stable. Here are three reasons why now is a good time to get into blockchains Early Mover Advantage Blockchains are bound to disrupt fundamentally how business is done. By enabling trust in an otherwise trust-deficient environment, blockchains enable transactions between two or more enterprises who otherwise might not know about each other. Blockchains offer solutions to several common problems faced by the enterprise such as Digital Identity, Secure Data Storage, Secure Data Sharing, Distributed Ledger, Distributed Databases etc. Blockchains are based on strong cryptographic standards based in mathematics, cryptography, and encryption. Building blockchains as a core competency requires a deep understanding of the mathematics behind it and an internal process for deploying, managing and developing on top of the blockchain. Early mover advantage can be generated by taking small steps in this area and targeting simpler scenarios initially. Nascent Technology It is going to take another few iterations of the blockchain technology before it can truly be enterprise-ready. There is a lot of ongoing work to make blockchains more secure, scalable and performant. Innovations are constantly being made and added to the core blockchain technology that is constantly increasing the type and complexity of applications that it can support. As the technology matures, enterprises can be well suited and ready to leverage the advancements by building a core competency in not only the blockchain technology but by becoming a member of the blockchain community, standards and keeping up to date with th