Unleashing innovative 5G mobile, fixed telecom services and system integration

Hutchison Telecommunications (Hong Kong) Limited (HTHK) and HKBN Group (HKBN) have announced the expansion of their strategic collaboration to target the enterprise market in Hong Kong. In addition to their existing Mobile Virtual Network Operator (MVNO) collaboration, the companies will now offer 5G mobile, fixed telecom network services, and system integration (SI) solutions to corporate customers. This collaboration aims to provide comprehensive digital solutions to enterprises in sectors such as finance, retail chain stores, and public utilities.

By combining HTHK’s robust 5G network with HKBN’s fixed network services, the collaboration will enable fixed-mobile convergence (FMC) and offer advanced 5G mobile solutions, fibre optic network services, and diversified ICT services to meet the technical needs of enterprises in Hong Kong. HTHK’s 5G network provides high-speed connectivity, ultra-low latency, and extensive coverage across the territory.

Kenny Koo, Executive Director and CEO of Hutchison Telecommunications Hong Kong Holdings Limited (HTHKH), expressed the company’s intention to expand the strategic collaboration with HKBN, leveraging the strengths of both companies to provide innovative 5G and fixed network enterprise solutions. The collaboration aims to support corporate customers in their digital transformation journey, enhance operational efficiency, and strengthen the companies’ position in the business-to-business market.

William Yeung, HKBN Co-Owner and Executive Vice-chairman, emphasized the joint efforts to expand their presence in the corporate market, focusing on 5G, network solutions, and digital transformation. He highlighted the increased demand for network services and digital solutions from enterprise customers, particularly in the finance and retail industries. By leveraging their tri-carrier network and HTHK’s 5G mobile network solutions, the collaboration aims to provide competitive and comprehensive telecom and ICT services to customers, achieving synergy and mutual success.

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Watcher economies are still in the early stages of their sustainability initiatives

The International Data Corporation (IDC) has identified three distinct country segments in the Asia Pacific market for sustainability and Environmental, Social, and Governance (ESG) related technology products and services. These segments are called Pacesetters, Emerging Leaders, and Watchers, representing different levels of sustainability maturity based on national policies and regulations.

Pacesetter economies have a strong regulatory environment for sustainability/ESG adoption, leading to high demand for sustainability/ESG-related technologies and services. Companies in these economies are focused on expanding their sustainability initiatives and may require sophisticated emissions tracking and analytics technologies.

Emerging Leaders economies are experiencing increasing interest in sustainability/ESG initiatives, driving demand for ESG data management, supply chain data management, product lifecycle data management, ESG reporting, and decarbonization technologies.

Watcher economies are still in the early stages of their sustainability initiatives and are focused on establishing their baseline and extracting emissions data from their operations. They may not require advanced technologies at this stage.

The speed of regulatory changes in the Asia Pacific region is impacting the demand for technologies that enable companies to meet stricter sustainability and ESG reporting requirements. Organizations are re-evaluating their business models, asset utilization, and supply chains to improve their sustainability performance and ESG metrics.

Eight economies in Asia Pacific, including China, Hong Kong, India, Indonesia, Japan, Malaysia, Thailand, and Vietnam, are identified as hotspots for sustainability strategies and technologies. Companies operating in these countries will have an increased need for ESG data management, supply chain management, ESG reporting, and decarbonization technologies.

Sustainability performance and ESG scores are becoming important for accessing cheaper capital through green financing and preferred procurement in government and enterprise contracts.

To succeed in this evolving regulatory environment, organizations need to stay updated on sustainability/ESG policies and regulations and invest in ESG-related technologies and services to enhance their data collection, monitoring, validation, reporting capabilities, and sustainability credentials.

The IDC Sustainability Research Framework, which measures the impact of regulatory drivers on the adoption of sustainability strategies and technologies, was used to derive these insights. The framework considers factors such as the rule of law, public policy implementation, business compliance, implementing structure, and the conversion of international sustainability commitments to national public agendas across 16 Asia Pacific countries.

Tags: Asia PacificESGIDC

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KR Kounsulting successfully partners with Hoku apps

HokuApps, a global enterprise mobility solutions provider, has become the strategic technology partner for KR Konsulting Pte Ltd (KRK), an organizational development consultancy based in Singapore. KRK offers customized consulting services to support leaders and organizations in navigating real changes in the workplace. Recognized as one of the Top Ten Organization Development (OD) Consultants from Asia-by-Asia Business Outlook, KRK identified the need for an enterprise mobility solution in the post-pandemic era, as more organizations face people change challenges.

Through the partnership with HokuApps, KRK’s consultants can cater to a wider consumer base and expand their change consultancy services in the ASEAN region. The collaboration utilizes HokuApps’ low-code mobile application development platform to create a fully integrated digital solution that includes gamification and client-customized reporting capabilities.

As part of the partnership, HokuApps has delivered a mobile-centric integrated solution to enhance KRK’s support for change leadership, with a focus on middle manager core. The solution, called CHANGELEADER, facilitates middle managers’ growth in adaptive team leadership specific to their organizations’ demands. CHANGELEADER offers first-level change diagnostics, engagement with KRK’s associate consultants, access to consultant-grade learning content, one-on-one remote coaching, and communication channels between consultants and client members.

The unified digital solution features an automated first-level diagnostics and self-assessment system to provide support and guidance to middle managers. It includes a decision engine based on specific business rules and diagnostic questions, as well as leadership learning accessible through an on-demand self-serve process. The solution also incorporates an auto-triggered notification system for real-time communication between KRK’s associate consultants and clients, along with customized reporting capabilities.

KRK, in partnership with HokuApps, aims to disrupt the change consulting space by offering a digital application that functions as a self-sufficient micro-consultant. The partnership also supports the expansion of KRK’s business operations in ASEAN. KRK expects to increase its client base with the introduction of its middle-manager targeted digital solution.

Dr. Karuna Ramanathan, Founder and Principal Consultant at KRK, expressed the company’s commitment to leveraging technology and a low-code platform to accelerate digital transformation initiatives and deliver value-based results to clients. Kieran Kishore, Head of Operations and Analytics for CHANGELEADER, highlighted the streamlined operations, enhanced agility, and scalability that the solution brings, leading to potential cost savings and increased change effectiveness for clients.

HokuApps Director of Sales, Arif Gafar, expressed enthusiasm for the deployment of process automation and the digital leap forward for KRK. The partnership aims to help KRK maintain its leadership position in the highly competitive ASEAN market and adapt to the evolving business landscape following the pandemic.

Tags: ASEANHokuAppsKR Konsulating

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Businesses seek cost-cutting measures and explore new hiring opportunities

The economic downturn has led companies worldwide to downsize and reduce their workforce. However, despite these challenges, Vietnam and the Philippines have shown resilience and continue to attract job opportunities from the Asia-Pacific (APAC) region. According to Recruitery, there has been a significant increase in their Employer of Record (EOR) and payroll services for companies hiring from these countries, with a 300 per cent growth in Q1 2023 compared to the same period last year. On the other hand, jobs from domestic employers have decreased by 51 per cent.

Vietnam is attracting jobs in software development, product management, marketing, and accounting roles, while the Philippines is a preferred destination for educational expertise, customer service, and sales positions, according to Toan Nguyen, the founder and CEO of Recruitery.

There are several key drivers contributing to this trend:

• Cost savings: Companies worldwide are looking to reduce costs, and hiring talent from developing countries such as Vietnam, India, and the Philippines provides access to skilled professionals at affordable rates.
• Proximity and cultural ties: Vietnam and the Philippines have regional proximity and cultural connections with countries like Singapore, Japan, South Korea, and Hong Kong. This makes employment and collaboration easier, as there are fewer language and cultural barriers.
• Growing talent pool: Vietnam has a population of over 97 million, with more than 50 per cent of its citizens under the age of 30. The Vietnamese government has set ambitious targets to create a pool of 1.3 million IT workers by 2025, demonstrating their commitment to developing a skilled workforce. Similarly, the Philippines has over 100 million people, with more than 60 per cent of the population under the age of 30. The country’s strong emphasis on English-language education makes it an attractive option for businesses seeking an English-speaking labour force across various fields.

To facilitate the hiring process in different countries, global payroll, and Employer of Record (EOR) solutions like Deel, Recruitery, and Remote have emerged. These solutions allow companies to form teams in any country without the need for a local entity, unlocking the benefits of geo-arbitrage. This strategy has become increasingly popular as businesses seek cost-cutting measures and explore hiring opportunities in developing countries.

In addition to the talent attraction, Southeast Asia, particularly Vietnam, has become an appealing destination for companies looking to shift their production from China due to geopolitical tensions. Vietnam offers a skilled and cost-effective workforce, a stable government, and a growing focus on high-tech industries. Companies such as Samsung and Bosch are investing in research and development (R&D) centres in Vietnam, further fuelling the shift of operations from China to Southeast Asia. This trend is expected to continue as companies diversify their supply chains away from China to mitigate rising costs and geopolitical risks.

Tags: The PhilippinesVietnam

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Workforce satisfaction is currently plummeting

As employers around the world contend with the greatest workforce disruption in generations, a new global report released today by staffing leader Kelly uncovers a striking disconnect between senior executives and talent. The 2023 Kelly Global Re:work Report finds that most organizations are failing to meet the needs of employees and risk erasing progress made during the pandemic. The report identifies resilient organizations thriving amid the disruption, emphasizing the importance of building workforce resilience in today’s dynamic labor market.

The third consecutive global workforce report from Kelly, titled The Three Pillars of Workforce Resilience, uncovers how businesses are struggling to scale, retain, and develop talent—resulting in lower performance, missed business opportunities, and more disengaged employees. Despite these challenges, some organizations are thriving by focusing on three crucial pillars: workforce agility; diversity, equity, and inclusion (DEI); and workforce capability.

“Now more than ever, employers are struggling to keep up with the evolving needs of talent, and risk falling behind if they don’t bridge the growing divide related to workplace expectations,” said Tammy Browning, senior vice president of Kelly. “As organizations enter a post-pandemic era, those that prioritize building a resilient workforce by focusing on the three pillars will be better equipped to adapt to the future of work and thrive in changing market conditions.”

Kelly surveyed senior executives and talent across 11 countries and 9 sectors. Key findings include:

• Employees are ready to move on—but not for the reasons executives think. Almost a third of talent (28 per cent) are prepared to leave their employer in the next 12 months, due to poor work-life balance and lack of development opportunities, while executives believe it’s due to compensation.
• Executives recognize they aren’t doing enough to meet the needs of their workforce. Fewer than half (47 per cent) say they are doing more to support the wellbeing of employees compared with 12 months ago, while around a quarter report that employee wellbeing (24 per cent) and satisfaction (23 per cent) have decreased over the same period.
• Many employees do not experience an inclusive workplace. Almost half (43 per cent) report they have experienced non-inclusive behaviours at their current employer. Surprisingly, 62 per cent of talent surveyed who say they are planning to leave their roles within 12 months also report non-inclusive behaviour in their workplace. More than a third (37 per cent) say they work in a “psychologically unsafe environment.”
• DEI initiatives have plateaued and may be dropping off – a sign of DEI fatigue. Nearly half of executives (47 per cent) say their DEI strategy only pays lip service to supporting underrepresented groups. Shockingly, fewer than one in five executives (16 per cent) say their organization has a clear route for reporting discrimination at work. Only 35 per cent of talent always say that leaders in their organization model inclusive behaviours, while 38 per cent believe their employer only pays lip service to DEI.
• An epidemic of “quiet quitting” is underway. Almost half of executives (46 per cent) report they have been affected by “quiet quitting” over the last 12 months. Nearly half (45 per cent) of talent have been, or currently are, quietly quitting.
• Employees see the advantages of automation and aren’t opposed. While 71 per cent of talent say automation is positive for business performance, 33 per cent also say it has been positive for employees.

The report provides a framework for organizations interested in following the lead of the “Resilience Leaders”—those building workforce resilience and achieving increased employee productivity, customer satisfaction, revenue, and profits over the past 12 months. The Resilience Leaders represent 12 per cent of executive survey respondents, and they are focusing on the three pillars needed to build a resilient workforce by:

Implementing strategies to build workforce agility. Leading organizations are far more likely than “laggard” organizations to say they are effective at recruiting the contingent talent required to achieve their business objectives (63 per cent versus 30 per cent).
Automating repeatable tasks to free up talent for more meaningful work and upskilling opportunities. Workforce Resilience Leaders are ahead of the pack, with 61 per cent successfully automating aspects of their business to improve workforce resilience, versus 33 per cent of laggards.

Keeping their commitments to DEI. Leading firms are more likely than laggard organizations to be focused on building inclusion – by listening to employees’ views (62 per cent versus 33 per cent), providing a living wage (70 per cent versus 51 per cent), or offering flexible and hybrid work arrangements (55 per cent versus 40 per cent). This seems to be paying dividends: they are also more likely to report that employee satisfaction and wellbeing improved over the past year (62 per cent versus 41 per cent).

Prioritizing talent development and training. Resilience Leaders are more likely than laggard organizations to have implemented accelerated training programs to quickly upskill talent (75 per cent versus 55 per cent) and are also more likely to offer career development programs that enable employees to gain experience in other areas of the business (72 per cent versus 56 per cent).

“The talent crisis has impacted our organization in a number of ways. Five years ago, it was challenging to find highly skilled candidates but today the pool is even smaller. This situation has opened our eyes to how we can do things differently – we need to more flexible and creative in how we define roles and the experience we seek,” said JJ Girt, HR leader, Evoqua Water Technologies

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An era of persistent disruption is, and will continue taxing legal department resources

Corporate legal departments need to build a process for managing, and learning from, persistent disruption, according to Gartner, Inc. Persistent disruption has arisen from both macro shocks, such as the ongoing Russian invasion of Ukraine amid other geopolitical tensions, as well as rapid societal shifts in environmental, social and governance (ESG) expectations.

“An era of persistent disruption is – and will continue – taxing constrained legal department resources,” said Raashi Rastogi, director, research in the Gartner Legal Risk & Compliance Practice. “Legal leaders need to find efficiencies in the way their department handles disruption. They should not anticipate getting a lot more resources to cope, nor should they expect the volume of disruptions to significantly decrease soon.”

Legal departments typically treat disruption response as high-value urgent work, and therefore accept trade-offs to get it done. However, in the era of persistent disruption, continually making such trade-offs starts to add up and have a negative effect on the overall departmental workload and efficiency.

A July 2022 survey of 140 general counsel showed the extent to which having an efficient disruption-response process in place reduced the number of costly trade-offs legal departments had to make.

“Legal departments that have developed a high-efficiency approach for handling disruptive events are essentially making one trade-off for every three in a low-efficiency department,” said Rastogi. “With disruption now being the norm rather than the exception, very few legal departments can afford the volume of trade-offs that comes with an inefficient response to disruption.”
The most significant costs tend to come in three forms:

• Missed Business Value Capture— A response to business disruption is prioritized over matters of long-term strategic importance.
• Delayed Development of Legal Department Capabilities — Investments in lawyer and business partner training and technology implementation are neglected or delayed.
• Lawyer Exhaustion and Disengagement— Facing more work with the same amount of resources, lawyers are burnt out and leaving, or actively seeking other opportunities.

Learn From Disruption
Departments that prioritize learning from disruption, rather than simply fighting one disruption after another, are far more efficient and provide higher-quality guidance than departments that do not. They’re more effective in helping the business avoid unnecessary risk — risk outside their risk tolerance — while still capturing as much value as possible.

Legal departments that excel in learning from disruption are 3.5 times more likely to be highly efficient in their disruption response and 2.3 times more likely to provide high-quality guidance. Greater efficiency ultimately leads legal to make fewer costly trade-offs in responding to disruption.

“What this means in practice is an ongoing process of learning what actions to take when disruption occurs, and then figuring out how to execute those actions more efficiently,” said Rastogi. “That may involve identifying in advance what the highest-impact disruptions are likely to be, determining how to respond to them, and building the department’s collective experience in executing these responses efficiently.”

Tags: GartnerLegal departments

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It’s critical for organisations to reduce the risk before a response is needed

Almost all IT and security leaders (96 per cent) globally are concerned their organisation will be unable to maintain business continuity following a cyberattack, according to a new study released today by Rubrik, the Zero Trust Data Security Company. “The State of Data Security by Rubrik Zero Labs: The Hard Truths of Data Security” provides a unique view into the data security landscape, what IT and security leaders experienced and struggled with in 2022, and the actions and steps they are taking to establish real cyber resilience.

Rubrik Zero Labs commissioned its second global study with Wakefield Research to gather insights from more than 1,600 IT and security leaders—half of which were CIOs and CISOs—across 10 countries. Supplemented by Rubrik telemetry, key findings of the report include:

Everyone is “Doing” Data Security, But Reality & Results Vary:

• Data security is becoming increasingly complex and the datasets that require securing are growing rapidly. Rubrik internal data revealed that on average, the growth of data secured in 2022 was 25 per cent (on premises grew 19 per cent, cloud grew 61 per cent, and SaaS data secured grew 236 per cent last year).
• More than half (56 per cent) of organisations currently employ at least one zero trust initiative.
• However, only 56 per cent of IT and security leaders developed or reviewed an incident response plan in 2022, and 54 per cent tested backup and recovery options.

Legacy Data Backups, the Last Line of Defence for Many, are Falling Short:

• 99 per cent of external organisations reported having backup and recovery technology, with 93 per cent encountering significant issues with their solution.
• Nine out of ten external organisations reported malicious actors attempted to impact data backups during a cyberattack, and 73 per cent were at least partially successful in these attempts.
• Nearly three quarters (72 per cent) of organisations reported paying a ransomware demand.
• Only 16 per cent of all global organizations recovered all their data via attacker decryption tools.

New and Constantly Evolving Problems Are Met with the Existing Challenges Pre-dating an Intrusion:

• Almost half (47 per cent) of IT and security leaders believe their 2023 cybersecurity budget is not enough of an investment.
• 27 per cent expect their IT and cybersecurity budgets to decrease in 2023.
• IT and security leaders will need to work at bringing their teams together with only 4 per cent stating there are no factors limiting the IT and security alignment requiring their attention this year.

“It’s clear organisations understand the gravity and impact of cyber incidents, but we also see a range of roadblocks from a lack of preparation, misalignment between IT and security teams, and over-reliance on insufficient backup and recovery solutions,” said Steven Stone, Head of Rubrik Zero Labs. “In the current era of cybersecurity, the best outcome is ensuring cyber resilience. Incidents are inevitable, so it’s critical to reduce the risk before a response is needed, and—at all costs—protect the crown jewel: the data.”

“The State of Data Security” comes from Rubrik Zero Labs, the company’s cybersecurity research unit formed to analyse the global threat landscape, report on emerging data security issues, and give organisations research-backed insights and best practices to secure their data against increasing cyber events.

Tags: ITRubrik Zero Labs

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Multiple sectors see ROI ramp up as something they can embrace

Solace, the leading enabler of event-driven architecture (EDA) for real-time enterprises, today announced the release of the IDC Infobrief, sponsored by Solace, Getting in Sync: Unlocking the Exponential Business Value of Real-Time Event-Driven Data Flows. The Infobrief is based on the results of a survey of over 300 enterprise IT professionals in North America, Asia and Europe, all of whom work for companies with over 1,000 employees that are implementing or considering EDA.

The survey revealed that as enterprises gain experience in their early applications of EDA, they recognize other areas of their business in which EDA could be beneficial. This is reflected by the fact that 82 per cent said their company plans to apply EDA to 2-3 new use cases within the next 24 months, and 93 per cent of companies that have deployed EDA across multiple use cases said EDA has met or exceeded their expectations.

“It’s been clear for several years that event-driven architecture has become the de facto standard way businesses are becoming real-time, and the results of this survey confirm that,” said Mychelle Mollot, chief marketing officer at Solace. “The survey results show how the market has evolved since a survey we conducted in 2021, and sheds light on the increasing ROI enterprises see as they advance toward enterprise-wide EDA.”

The survey found that in addition to technical advantages from EDA, most businesses also see clear business benefits: 23 per cent of respondents reported increasing productivity, 22 per cent said better customer acquisition, and 18 per cent saw revenues increase because of their EDA efforts.

“EDA maturity is linked to general digital maturity, as those with higher levels of EDA maturity generally exhibit the strategic and change management support needed to sustain digital business initiatives,” said Shari Lava, research director, automation within the AI and automation group, IDC. “In fact, organizations with higher levels of EDA maturity were more likely to report being ahead of their peers in developing digital business models than those in early stages.”

Expanding the footprint of EDA across the enterprise is a journey, and the survey also revealed that as benefits evolve over time, so do the challenges faced. For organizations just getting started with EDA, the most common challenges are lack of understanding of EDA benefits and inconsistent buy-in between business and IT. As organizations progress and internal support increases, the most common concerns are keeping costs in check and finding the right use cases. Finally, companies further along run into change resistance as EDA affects an increasing number of processes across lines of business and partners.

To learn more, download the full IDC Infobrief here. In addition, sign up for the 2023 EDA Summit taking place Wednesday May 10, and hear firsthand from IDC Research Director Shari Lava, author of the Infobrief, who will introduce and explain the results of the survey in more detail.

The results of this survey are comparative to the findings from a 2021 study, also sponsored by Solace, which was the first ever focused specifically on EDA. The 2021 study concluded that although most respondents recognized the critical business value in embracing EDA, adoption was still ‘early days’ and required more support from business leadership to move forward.

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CFOs view continuing inflation as unsustainable in the long-term

CFOs have relied on raising prices as their primary strategy for combating high levels of inflation, but they recognize that this strategy is unsustainable if inflation persists long-term, according to a survey by Gartner, Inc.

A May survey of 182 CFOs and senior finance leaders showed that CFOs will increasingly turn to cost reductions if above-average inflation continues into the fourth quarter of this year, while also seeking efficiency gains through increased automation.

“CFOs are receiving feedback from customers that the limit to price hikes is near,” said Alexander Bant, chief of research in the Gartner Finance practice. “This reality has already set the planning process in place for other strategies, most notably cost reductions and enhancing digital capabilities for increased use of automation.”

Fifty-four percent of respondents said that price hikes remain their top tool for now, but only 25 per cent expected to continue to rely on price hikes if high inflation remained in Q4 of 2022. The trend was opposite for cost reductions, with just 20 per cent of respondents currently favoring the strategy as their primary tool, rising to 39 per cent if inflation persists.

Automation as an Inflation Strategy

The survey data revealed that automation will remain a consistently viable primary action for about a quarter of CFOs over the short and medium term, with interest in this strategy slightly rising if inflation persists. Notably, automation and price increases were selected by a near equal amount respondents as their planned primary action to combat inflation, if needed, in Q4 of 2022.

“CFOs are increasingly looking to the long-term benefits of digital investments, including automation, that can permanently reduce the cost of doing business,” said Bant.

Previous Gartner research highlights how CFOs can utilize technology investments to drive down the cost of doing business while increasing profitable growth through the process of digital deflation.

Tags: CFOsGartnerInflation

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PICaaS market encompasses revenue generated by cloud service providers

International Data Corporation (IDC) has published its first-ever forecast for the performance intensive computing as a service (PICaaS) market. IDC projects that the total worldwide PICaaS market will grow from $US22.3 billion in 2021 to $US103.1 billion in 2027 with a compound annual growth rate (CAGR) or 27.9 per cent over the 2022-2027 forecast period.

IDC recognizes the performance-intensive computing as a service market as a fast-developing category of the public cloud services offerings with end users leveraging the advantages of special cloud technology to run mathematically intensive computations. Mathematically intensive computations are typically found in artificial intelligence (AI), high-performance computing (HPC), Big Data and analytics (BDA), and engineering/technical use cases.

The percentage that the PICaaS market represents of the total $US241.3 billion as-a-service market for 2022 is 12.5 per cent. The PICaaS market encompasses revenue generated by cloud service providers for compute, storage, and software offerings within their infrastructure-as-a-service (IaaS), platform-as-a-service (PaaS), and software-as-a-service (SaaS) portfolio for AI, BDA, HPC, and engineering/technical workloads.

The BDA as a service market segment will remain the predominant contributor to the overall market throughout the forecast period, followed by AI as a service. The HPC-as-a-service market segment shows the highest growth rate, followed by AI, and then engineering/technical workloads.

Drivers for the market growth, according to IDC, are:

• Performance-intensive computing goes mainstream and is increasingly considered mission critical
• A growing number of enterprises identify themselves as digital businesses

But the market is also hampered by several inhibitors:

• Complexity in managing hybrid technologies and lack of HPC talent within enterprises
• Transferring of PIC workloads from the public cloud back into dedicated IT environments
• Disrupted IT spending plans (due to supply chain issues, labor shortages, economic slowdown, and geopolitical tensions)

IDC recommends that suppliers:

• Formulate an end-to-end bundled performance-intensive computing as a service product offering
• Demonstrate a secure and compliant cloud infrastructure
• Segment prospects by their level of enterprise intelligence and communicate on early vendor engagement opportunities and cost transparency
• Align teams with performance-intensive computing capabilities and demonstrate abilities to work with evolving roles such as chief data officer
• Be a trusted advisor of hybrid deployment models for performance-intensive computing workloads, offer multicloud support, and showcase a strong partner ecosystem

“IDC is projecting significant growth in the performance-intensive computing as a service market, which measures the revenue that providers generate from offering compute instances, storage, and software for Big Data and analytics, AI, HPC, and engineering/technical workloads,” said Madhumitha Sathish, research manager, Performance Intensive Computing as a Service, at IDC. “These workloads all demand more advanced technologies, and cloud service providers are investing heavily to capture market share in a market that will grow to $US103.1 billion by 2027.”

Tags: IDCPICaaS

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