R “Ray” Wang is the CEO of Silicon Valley-based Constellation Research Inc. He co-hosts DisrupTV, a weekly enterprise tech and leadership webcast that averages 50,000 views per episode and blogs at www.raywang.org. His ground-breaking best-selling book on digital transformation, Disrupting Digital Business, was published by Harvard Business Review Press in 2015. Ray's new book about Digital Giants and the future of business, titled, Everybody Wants to Rule The World was released in July 2021. Wang is well-quoted and frequently interviewed by media outlets such as the Wall Street Journal, Fox Business, CNBC, Yahoo Finance, Cheddar, and Bloomberg. Short Bio R “Ray” Wang (pronounced WAHNG) is the Founder, Chairman, and Principal Analyst of Silicon Valley-based Constellation Research Inc. He…...
Read more
A recent analysis by Constellation Research found 241 companies in the Quantum Computing space in seven categories driving $8.512 billion in investment to date. A review of funding announcements, deals in pipe, and conversations with investors, demonstrated a tremendous appetite to fund all categories of the quantum ecosystem. The funding to date does not include investments from established digital giants such as Amazon, Google, IBM, Intel, Microsoft, and Nviidia.
Across the seven categories, security represented the highest estimated market cap at $124.3 B followed by hardware companies at $23.2B. Full stack vendors who deliver the complete quantum capabilities will drive $14.6 B in estimated market cap. Software came in at $6.1 billion and communications registered a $5.8 B estimated market cap (see Figure 1).
Figure 1. Investors Flock To The Quantum Landscape
Source; Constellation Research, Inc.
The Quantum revolution has begun. Early investors have seen the potential and the market is entering a period of consolidation to acquire talent, intellectual property, and product offering roadmaps. With over 241 startups in this space, Constellation expects at least a dozen full stack winners to emerge along with five to seven specialists in each category and emerging use case. Security will continue to receive the most funding and attention. New players will continue to attract funding as the quantum field advances. The early days of quantum are here and the winners will emerge in the next five years.
What quantum use cases drive your interest? Where do you see the quantum players win?
Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) org. Please let us know if you need help with your strategy efforts. Here’s how we can assist:
Reprints can be purchased through Constellation Research, Inc. To request official reprints in PDF format, please contact Sales.
Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy,stay tuned for the full client list on the Constellation Research website. * Not responsible for any factual errors or omissions. However, happy to correct any errors upon email receipt.
Constellation Research recommends that readers consult a stock professional for their investment guidance. Investors should understand the potential conflicts of interest analysts might face. Constellation does not underwrite or own the securities of the companies the analysts cover. Analysts themselves sometimes own stocks in the companies they cover—either directly or indirectly, such as through employee stock-purchase pools in which they and their colleagues participate. As a general matter, investors should not rely solely on an analyst’s recommendation when deciding whether to buy, hold, or sell a stock. Instead, they should also do their own research—such as reading the prospectus for new companies or for public companies, the quarterly and annual reports filed with the SEC—to confirm whether a particular investment is appropriate for them in light of their individual financial circumstances.
Copyright © 2001 – 2021 R Wang and Insider Associates, LLC All rights reserved.
Contact the Sales team to purchase this report on a a la carte basis or join the Constellation Executive Network
R “Ray” Wang is the CEO of Silicon Valley-based Constellation Research Inc. He co-hosts DisrupTV, a weekly enterprise tech and leadership webcast that averages 50,000 views per episode and blogs at www.raywang.org. His ground-breaking best-selling book on digital transformation, Disrupting Digital Business, was published by Harvard Business Review Press in 2015. Ray's new book about Digital Giants and the future of business, titled, Everybody Wants to Rule The World was released in July 2021. Wang is well-quoted and frequently interviewed by media outlets such as the Wall Street Journal, Fox Business, CNBC, Yahoo Finance, Cheddar, and Bloomberg. Short Bio R “Ray” Wang (pronounced WAHNG) is the Founder, Chairman, and Principal Analyst of Silicon Valley-based Constellation Research Inc. He…...
Read more
Source: Apple
On Wednesday, November 10th, Apple introduced a new business service for companies up to 500 employees. Apple Business Essentials enables organizations to easily add users, onboard users, back up information, secure devices, receive 24/7 support, repair devices onsite, and manage the device lifecycle for deployment.
A new feature known as Collections enables easy configuration of settings and apps for the Individual user, group, and/or device level. Further, IT personnel can automatically push Wifi passwords, VPN settings, and make downloaded apps available to employees who sign in to a personally owned or corporate devices. As a result, this new service makes it possible for organizations to enforce security policies and critical security settings such full-disk encryption, privacy of personal and work data, and the ability to lock out lost or stolen devices. In conversations with technology executives with Apple shops, they are looking forward to the 4-hour or less onsite repair capabilities starting with the iPhone.
Apple is offering three Business Essentials plans that vary by number of devices and amount of storage (see Figure 1). Organizations can also add optional AppleCare+ to their existing plans.
Figure 1. Three Levels Of Apple Business Essentials Pricing Reflect Usage Based and User Based Pricing
Technology executives in the mid-market face constrained staffing and seek ease of use in adding and on-boarding users and devices; while enabling flexible technology choices amidst growing security threats. The Apple Business Essentials service offering makes it easy to allow SMBs to scale.
About Liz Miller: Liz Miller is Vice President and Principal Analyst at Constellation, focused on the org-wide team sport known as customer experience. While covering CX as an enterprise strategy, Miller spends time zeroing in on the functional demands of Marketing and Service and the evolving role of the Chief Marketing Officer, the rise of the Chief Experience Officer, the evolution of customer engagement, and the rising requirement for a new security posture that accounts for the threat to brand trust in this age of AI. With over 30 years of marketing experience, Miller offers strategic guidance on the leadership, business transformation, and technology requirements to deliver on today’s CX strategies. She has worked with global marketing organizations to transform everything from…...
Read moreThe time has come to recenter our attention and our intention when it comes to omnichannel. We’ve been chasing omnichannel for what feels like decades, repeating an exercise in pushing everywhere yet engaging nowhere. After such a long journey, the idea of even catching up with the expectations of the omnichannel customer can feel overwhelming.
To break this down into a more actionable conversation, I propose starting by admitting what omnichannel is not: Omnichannel is not a destination. It is less about the technical specifications of the various channels of engagement and more about the customers’ decisions about where to engage in their micromoments of need.
Conversely, what is omnichannel? Omnichannel is a promise and expectation. Omnichannel is bidirectional exchange of value. Omnichannel is an agreement between the buyers of services and the providers of those services on what, when, and how value will be exchanged—and that agreement is redefined and reimagined with every engagement.
It is also time to reset and even reimagine what omnichannel can be—and in some cases, already is. Let’s consider an example: the new face of commerce. The COVID-19 pandemic’s brute-force acceleration of digital commerce innovation catapulted consumers from pushing a shopping cart down the aisles of a grocery store to curb-side pickup and home delivery.
The lines that traditionally segmented B2B and B2C buying experiences into neat categories were upended, blurred, and in some cases completely redrawn, thanks to increased direct-to-consumer (D2C) interactions. Everyone started to rethink and reimagine how life around us actually operated, and then expected technology to bridge the gaps between need and possibility. Entire segments of retail, food service, and even grocery launched mobile and digital experiences enabling online shopping with a choice of curbside pickup, in-store pickup, or delivery.
We are also facing the reality that every day seems to breed a new business model or a new challenge to “normal” operations. Take the challenge facing airlines: Under normal circumstances, pricing models were based on historical data, leveraging years of “normal” to best predict and set pricing to achieve optimal revenue. But what happens when historical norms get thrown out the window? There was no historical data that could fit the new normal of pandemic travel. Pricing and the process for predicting pricing models needed to shift, and airlines leveraging platforms that could aggregate known behavioral and event data to predict and optimize price and promotions on the fly (no pun intended) won the trust of the business for optimizing revenue and the trust of the customer for optimizing value.
In B2B, the very concept of what an “experience” should be was quickly being replaced with expectations molded thanks to distinctly B2C experiences. It wasn’t just that the channels of how transactions unfolded were reimagined—entire business models were transformed, demanding new, flexible options for configuring, transacting, and deploying them.
If groceries could be ordered online and delivered, why couldn’t business materials and needs? If toilet paper could be purchased via subscription, why couldn’t training, service, or insurance? If the price of a first vacation could be optimized for both traveler and airlines, why couldn’t the price of software platform configurations similarly evolve?
The pandemic forever changed the expectations for how service and value could be delivered. It forever changed the speed at which business models could transform and shift. And once the pandemic fades into history, the expectations for value, service, and flexibility will remain. Thanks to the past year, key lessons were learned (often by “failing forward”) that should be carried into this new age of reimagined omnichannel commerce.
The time for questioning whether omnichannel is the right path has passed. The reality is that the customer is already well down that road, setting expectations and resetting buying norms. Once we rethink omnichannel, we can actually prepare for what comes next: the onset of the “metaverse”—that not-so-distant future of shared, connected, virtual spaces and persistent experiences across a self-defined and self-perceived virtual universe. And in the metaverse, customers won’t need to wait for organizations to get up to speed with their expectations. They will have already moved on to engage with an organization ready to meet their needs.
Data to Decisions Marketing Transformation Matrix Commerce Next-Generation Customer Experience Chief Customer Officer Chief Executive Officer Chief Marketing Officer Chief Digital Officer Chief Revenue OfficerAbout Liz Miller: Liz Miller is Vice President and Principal Analyst at Constellation, focused on the org-wide team sport known as customer experience. While covering CX as an enterprise strategy, Miller spends time zeroing in on the functional demands of Marketing and Service and the evolving role of the Chief Marketing Officer, the rise of the Chief Experience Officer, the evolution of customer engagement, and the rising requirement for a new security posture that accounts for the threat to brand trust in this age of AI. With over 30 years of marketing experience, Miller offers strategic guidance on the leadership, business transformation, and technology requirements to deliver on today’s CX strategies. She has worked with global marketing organizations to transform everything from…...
Read moreIt’s official: The Monkeys ARE running the billion-dollar-zoo. Zendesk, a leading customer service and sales engagement solution, has announced plans to pick-up Momentive, the parent to the research and survey disruptor of the 2000’s, SurveyMonkey, for a cool $4.13 Billion. This after the other marketing-monkey, MailChimp, a company of no relation and in a totally different space, was picked up by Intuit for $12 Billion this past September.
While the two primate companies couldn’t be more different, the near-term value for Zendesk and Intuit feet the same: access to new customers to boost revenues. For Zendesk, this near-term motivation is laid bare in the second subhead of their press release: “Combination expected to be growth accretive by 2023 and accelerate Zendesk’s revenue plan to $3.5 billion in 2024.”
It doesn’t get spelled out much more clearly than that. But it’s the long-term vision that has me most intrigued. Zendesk intends to become a “Customer Intelligence” company, and I think they’ve got a pretty good shot.
From the start, Zendesk has been focused on capturing the moments that matter most to a customer—those moments when customers are in need of answers or in need of help. What started as tools for customer service agents to more easily engage with customers has evolved into a comprehensive and predictive platform to bring sales and service closer to the true need, and perhaps even voice, of the customer. For sales and service teams, the Zendesk platform can provide immediately actionable customer understanding in every engagement, including automating next best actions like relevant content delivery or sales follow-ups.
Over the past several years Zendesk has intentionally invested, be it through targeted acquisitions like Smooch (2019) and Cleverly.ai (2021) or through its own innovation and platform advances, in solutions and tools to help organizations be better at having focused, valued conversations with customers. Zendesk has worked to make an organization’s people more productive and effective at conversing with their customers, especially when that means empowering the end customer to help themselves.
So it isn’t that much of a leap to see why Zendesk would start shopping for a means to pull voice more directly into the conversation. With Momentive, Zendesk isn’t just picking up SurveyMonkey, but a slew of smaller pickups along the way that intentionally build broad feedback loops between organization, digital product and customer. This pick up allows an organization to amass a customer-voice-driven profile that is rich with behavioral intention and direct high-fidelity signal from customer feedback…now native (once integrated) to the platform their teams are using to actually engage in sales and service conversations.
And this, at least in my wild world of CX, is where Zendesk has a real opportunity: To connect the dots between a customer’s interaction with an organization and their feedback on how those experiences have landed in one aggregated pane of intelligence and understanding. Today, the intelligence about the customer has been segmented across moments of discovery (largely driven by marketing), moments of opportunity (largely driven by sales), and moments of requirement or need (largely driven by service and support).
These moments, and the rich intelligence they can deliver back to the organization, are too often relegated to the tools and systems they have been collected in. Zendesk has a chance to flip that script by intentionally collecting those signals and feed them back to the front line of customer experience delivery. Today, that front line impacted by Zendesk is largely a sales and service driven picture…but I doubt the company has any intention of limiting their scope there.
New C-Suite Marketing Transformation Next-Generation Customer Experience Chief Customer Officer Chief Information Officer Chief Marketing Officer Chief Digital Officer Chief Data OfficerTitle: About Dion Hinchcliffe Dion Hinchcliffe is an internationally recognized business strategist, bestselling author, enterprise architect, industry analyst, and noted keynote speaker. He is widely regarded as one of the most influential figures in digital strategy, the future of work, and enterprise IT. He works with the leadership teams of large enterprises as well as software vendors to raise the bar for the art-of-the-possible in their digital capabilities. He is currently Vice President and Principal Analyst at Constellation Research. Dion is also currently an executive fellow at the Tuck School of Business Center for Digital Strategies. He is a globally recognized industry expert on the topics of digital transformation, digital workplace, enterprise collaboration, API…...
Read moreThe world of digital commerce has grown in leaps and bounds over the last two and a half decades, from quite modest beginnings to an astonishing $4.2 trillion in global revenue this year. In all ways that it matters, from wide product availability and deep consumer uptake to operational complexity and business sophistication, e-commerce has become a vast industry that powers much of the world of retail consumer sales today.
However, along with this maturity has become ever-growing overhead in time, resources, and management attention on making the many moving pieces -- product catalogs, commerce systems, feeds, channels, and marketplaces -- fit together and properly operational in a way that is truly sustainable as a business.
Related Research Report: P2C Management
Along the way a number of product categories have attempted to alleviate the many individual challenges of building and running an e-commerce business. Product information management (PIM) tools made product feeds/catalogs more manageable. The power of enterprise resource management (ERP) platforms were brought to bear on tracking the e-commerce supply chain. Experience management platforms were acquired to provide better buying journeys. Customer and master data (CDP, MDM) tools were used to sort out the torrents of product and customer data flying through a ever-greater number of feeds, channels, and marketplaces. Marketing and advertising services were used to maximize sales and product positioning. Workflow tools began to manage the synchronization of integrated systems.
Automation eventually moved from managing feeds and synchronization to silent governing and maximizing more strategic activities like campaign management, content enrichment, and ROI optimization. Then there was the cross-cutting concerns of running effectiviely across critical silos and boundaries such as different countries, multiple clouds, various local e-commerce platforms, multiple stores, many brands, and a multitude of currencies.
This then is the situation that digital commerce firms increasingly encountered in the 2010s: The sheer proliferation of data, channels, systems, and silos/boundaries. This includes managing the timely data flows between them, dealing with a constantly changing fabric of inbound and outbound systems, operational processes that made the most of such data, all sitting on top a large and unwieldy hub of core systems began to weigh on the growth and potential of many stories.
Out of this, a few of the firms that specialized in helping organizations operate in this high velocity and turbulent environment began to offer more integrated solutions that began to create an overarching and holistic operational construct on top of this constant swirl of commerce technology and supporting processes.
After discussing these trends with those in the industry for a while and examining the resulting solutions, it began to become clear that a genuine new product category was emerging that sat an entire level above the rest of the e-commerce solution landscape.
In short, P2C Management provides an entirely new high level abstraction for how a digital commerce ecosystem functions. Instead of manually having to operate the functional operations of digital product marketing and sales across hundreds of product feeds and hundreds more consumer touchpoints -- or even harder, effectively optimize and maximize the commerce outcomes in al lthese combination, the category of P2C Management provides a single and consistent way to do this. As my new report explores in much greater detail, the three main strategic functions that a P2C Management platform offers is:
In my research, I've also uncovered ten candidate platforms that offer some subset -- and sometimes nearly all -- of these capabilities in a way that can provide a very substantial and strategic improvement to digital commerce operations and business outcomes. These solutions I've summarized in a new Constellation Research ShortList that was published separately today with the main research report that explores and describing P2C Management.
The current solutions for P2C Management that Constellation Research has identifed so far include offerings from Akeneo, ChannelAdvisor, Inriver, Pimcore, Productsup, Riversand, Salsify, Skubana, Syndigo, Webgility.
The formal high level defintion of the P2C Management category is as follows:
P2C Management solutions provide a systematic way of maximizing the total overall effectiveness of product information value chains. P2C almost completely automates the complex real-time flows of the key inputs and outputs of product information in an -commerce environment. Such solutions enable the strategic administration, management, and governance across an unlimited number of stores, catalogs, consumer touch points, product items, transactions, and buyers.
Successful P2C Management solutions optimize and maximize each element of the commerce ecosystem including content, marketing, advertising, pricing, campaigns, sales, testing, and fulfillment to maximize ROI and net profitability.
P2C is most effectively realized by a platform that is designed from the ground up to deal effectively with today’s hyperscale and deeply integrated commerce operating environments. Effective realization of P2C results in higher conversion, more revenue, larger margins, faster growth, more repeat sales, higher stock efficiency and larger customer lifetime value.
Introducing Product-to-Consumer (P2C) Management: A Strategic New Product Category for Digital Commerce from Digital Enterprise Today on Vimeo.
While few of these companies themselves yet identify themselves with this strategic new category, I am convinced it is the inevitable overarching future of digital commerce. The sheer complexity and unwieldy nature of operating today's contemporary e-commerce business through one of the aging, functionally partitioned, and siloed capabilities that it is composed of is no longer really possible. With none of the constituent parts of an integrated e-commerce operation offering a suitable home for overall management, operations, and governance, it is left to the solutions that are aimed at the whole picture, from data and systems, to products and consumers.
Thus, my research shows that the P2C Management category is becoming the new "top of the stack" of digital commerce, and will be one of the most important to watch as it evolves and matures through the 2020s. While this category is becoming necessary to become and remain an efficient and profitable e-commerce business at the higher end of the market, I do anticipate the democratization of the category as it become easier to integrate, learn, and adopt for less mature organizations. Nevertheless, the P2C Management market is already quite large, with a total addressable market of over $11 billion in 2021. I look forward to covering this space more closely as this emerging category expands and grows throughout the decade.
My Additional Research on This Topic:
The P2C Management Vendor ShortList for 2021
Realizing a Decisive Advantage in Digital Commerce Through Economic Flexibility
How Headless Revolutionized Content Management
The Future of Enterprise Content Management
A New Digital Experience Maturity Model for Improved Business Outcomes
How CXOs Can Attain Minimum Viable Digital Experience for Customers, Employees, and Partners
To Strategically Scale Digital, Enterprises Must Have a Multicloud Experience Integration Stack
Data to Decisions Marketing Transformation Matrix Commerce New C-Suite Next-Generation Customer Experience Tech Optimization Revenue & Growth Effectiveness Innovation & Product-led Growth Future of Work Supply Chain Automation Cloud Digital Transformation Disruptive Technology Enterprise IT Enterprise Acceleration Enterprise Software IoT Blockchain ERP Leadership Collaboration M&A AI ML Machine Learning LLMs Agentic AI Generative AI Analytics B2B B2C CX EX Employee Experience HR HCM business Marketing SaaS PaaS IaaS Growth eCommerce Next Gen Apps CRM finance Customer Service Content Management Enterprise Service Chief Analytics Officer Chief Customer Officer Chief Data Officer Chief Digital Officer Chief Executive Officer Chief Information Officer Chief People Officer Chief Procurement Officer Chief Revenue Officer Chief Supply Chain Officer Chief Experience Officer Chief Technology Officer Chief Information Security Officer Chief Operating OfficerTitle: About Dion Hinchcliffe Dion Hinchcliffe is an internationally recognized business strategist, bestselling author, enterprise architect, industry analyst, and noted keynote speaker. He is widely regarded as one of the most influential figures in digital strategy, the future of work, and enterprise IT. He works with the leadership teams of large enterprises as well as software vendors to raise the bar for the art-of-the-possible in their digital capabilities. He is currently Vice President and Principal Analyst at Constellation Research. Dion is also currently an executive fellow at the Tuck School of Business Center for Digital Strategies. He is a globally recognized industry expert on the topics of digital transformation, digital workplace, enterprise collaboration, API…...
Read moreToday’s technology-centric workplaces make it challenging for employees to quickly and effectively engage with common tasks in their work environment. It’s not that there is too much technology, but that it is situated in a way that lacks context and does not directly support the specific flow of work at hand.
In my research on digital employee experience, most digitally-enabled processes are built as functional silos. This means they don’t take into account the overall work experience or the other applications and channels that are used by the worker to complete a task. While it’s still challenging to design end-to-end digital experiences for general purpose knowledge workers, it’s become evident that the industry is closing in on solutions for semi-structured work for certain roles, such as call center operators or front desk workers.
In fact, I am seeing that more organizations than ever today are creating more tailored and customized employee experiences across channels and functions so that workers can focus on the work and not the underlying technologies. Organizations are doing this out of necessity to achieve certain needed benefits such as to reduce employee onboarding time, cut down on training, improve productivity, or reduce errors.
It turns out that one of the best places to guide and personalize the employee experience across functions and channels is in the collaboration tools that workers use daily. These are already the nexus for many key processes that involve more than a single person, and they are a natural location to bridge multiple channels and applications in the process as well.
Figure 1: How work events can be mapped to tailored experiences
For this tailoring of employee experience to work, however, it requires some adaptation to the process at hand. Relevant responses, including capabilities like auto-generated next best action, to important and/or common situations should be presented to the user when an appropriate situation occurs. Contextually significant data should be filtered and shown in response to gating events in the worker's activities, such as which step should be performed next or who to hand the next step off to when it’s complete.
A useful example of how personalized and contextual experiences can be provided to workers to achieve the aforementioned benefits is with the new Frontdesk solution by cloud-based voice, collaboration, and customer engagement provider 8x8.
By entirely virtualizing the communications environment of the knowledge worker, a specialist contact center agent or front desk worker, Frontdesk provides businesses with the agility to dynamically assign roles to any user that is available and capable. This is an integral part of the software category known as eXperience Communications as a Service (XCaaS), which realizes an integrated cloud platform for contact center, voice, video, chat, and APIs. 8x8 Frontdesk is a new XCaaS composable experience aimed at the need for a dynamic receptionist solution for high-volume call handling. It consequently enables communication services to be available to anyone who can perform the work, from any location without special hardware.
Figure 2: How Frontdesk maps high frequency events to specifically tailored experiences
By completely virtualizing the call center worker or front desk operator, 8x8 Frontdesk extends their role to any user that is available and willing, as an integral part of their integrated cloud platform for contact center, voice, video, chat, and APIs. The solution is delivered entirely via software to anyone who can perform the work, from any location dynamically without special hardware.
What sets it apart from previous solutions is 8x8 Frontdesk offers a personalized solution for receptionists that is easily enabled in the same communications and collaborating app used across the entire organization, with centralized answering for both employee extensions as well as contact center agent user groups. Designed for a shallow learning curve aimed at speeding user adoption and time-to-value, the product provides contextual assistance with quick action icons for single-click call connections based on the caller and their likely destination, with pre-scripted greetings provided to the worker for the relevant inbound call. Voice and message-based call consultation capabilities are also provided that speed workers to the right internal contact.
The result is a solution that just about anyone can use with minimal training, maximum confidence in their actions, and significant efficiency boosts that greatly reduce time to task completion.
While it’s helpful to have solutions that allow the tailoring in the first place, the key is to provision them upfront with data, filters, and contextually relevant content. Today, much of this setup is done in the solution design itself, freeing up the organization to deploy it seamlessly, as the use cases are already developed and realized with most of the tailoring already done for the situated work process. This enables organizations to outcompete using the strength of their customer/worker journeys.
The following should be considered by organizations to get the most from tailored experiences:
In today’s complex and high velocity workplaces, tailored experiences can deliver signal from the noise and ensure workers are a) focused on task , b) proactively enabled in their common processes, and c) able to quickly learn what they to do, deliver on it, and ensure the high quality of their resulting work activities. Organizations that seek to gain the highest performance for their digital workplaces will seek out solutions that contextually enable their workers, especially at the point of communications and collaboration, to carry out their activities with as much relevant, in-experience support and personalization to task as possible.
Additional Reading
Realizing a Decisive Advantage in Digital Commerce Through Economic Flexibility
Reducing Team Communications Silos to Rapidly Increase Usability, Adoption, and Lower Support Costs
The Crisis-Accelerated Digital Revolution of Work
Future of Work Next-Generation Customer Experience Tech Optimization Chief Customer Officer Chief Information Officer Chief Digital Officer
