diff --git "a/data.jsonl" "b/data.jsonl"
--- "a/data.jsonl"
+++ "b/data.jsonl"
@@ -8,6 +8,7 @@
 {"text": "# Infosys Whitepaper \nTitle: Need of a Test Maturity Model \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 8  \n\n---\n\n PERSPECTIVE NEED FOR A COMPREHENSIVE TEST  MATURITY MODEL - Reghunath Balaraman, Harish Krishnankutty Abstract Constant change and ever growing complexity of business  has necessitated that IT organizations and specifically Test/QA  organizations make thorough and periodic introspection of their  processes and delivery capabilities. This is necessary to ensure that  at all possible times the Test/QA organization, and its systems and  processes, are relevant and available to support business needs.  While there are multiple maturity models in the marketplace to help  this process, there are yet not comprehensive enough and fail to  provide today\u2019s dynamic businesses the much needed flexibility and  power of customization. The need of the hour is a comprehensive  Test/QA maturity assessment model, which not only answers the  requirements of customization and flexibility, but also ensures  relevance in today\u2019s complex delivery structures of multi-vendor  scenarios, multi-location engagements, global delivery models, etc.<|endoftext|>\n\n---\n\n  Page: 2 / 8  \n\n---\n\n and revolutionary technology trends  have changed the role of IT organizations  in supporting business growth. Though  the recession created a scarcity of capital  for IT investments, the demands and  expectations on the ability of IT to quickly  adapt and support business, has only  increased multifold. In addition, rapid/ revolutionary changes in technologies are  forcing companies to recast their entire IT  landscape. All these factors together have  created a complex environment where the  demand for change from the business is  high, the capital for investment is scarce  and time-to-market is critical to success.  The constant change and ever growing  complexity of the business environment,  and the risks associated, have necessitated  that organizations make thorough and  periodic introspection of their processes  and delivery capabilities to ensure  operation in an efficient, effective and  agile manner. A key requirement, amongst  all, is the ability to ensure that there are  adequate controls in place to ensure  quality in the processes and the outcomes,  no matter the extent of change being  introduced in business or technology  landscape of the organization.  This is where the Test/QA organization\u2019s  capability comes under the scanner. An  organization\u2019s ability to assure and control  quality of its IT systems and processes  largely determines the success or failure  of the business in capturing, servicing and  expanding its client base. When Quality  and reliability play a very significant role  in determining the current and future  course of business outcomes delivered, it  is imperative that the Quality Assurance  function itself is evaluated periodically  for the relevance, effectiveness and  efficiency of the processes, practices and  systems. An objective self-introspection  is the ideal first step. However, most often  than not, QA organizations fall short of  using this process to unearth gaps in their  current systems and practices. Also, many  organizations may have lost touch with the  ever-evolving world of QA to be aware of  the leading practices and systems available  today. This necessitates an independent  assessment of the organization\u2019s QA  practices to benchmark it against the  practices prevalent in the industry and  to get that all-important question \u201cwhere  do we stand in comparison with Industry  standards?\u201d answered. Also, the assessment  of maturity in testing processes becomes  critical in laying out the blue-print for a QA/ testing transformation program that would  establish the function as a fit-for-purpose  one, and often world-leading.  The global  economic crisis External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 8  \n\n---\n\n Limitations of traditional approaches to Test/QA Maturity Assessment There are several models, proprietary  and others, available for assessing the  maturity of the IT processes and systems,  including quality assurance. Most of  these are developed and promoted as  models helping an organization to certify  capabilities in one or more areas of the  software development lifecycle. Like all  other models and frameworks that lead to  certification, these maturity models too  have a fixed framework for an organization  to operate within, and provide very little  flexibility to address specific assessment  needs. Further, these models fail to help  organizations assess overall process  maturity due to the following limitations: Inability to accommodate and  account for heterogeneous  delivery structures Over the last decade or so, most  organizations have evolved into a  heterogeneous composition of internal  staff and service providers, delivering  services through global delivery models  with diverse talent, disparate processes,  etc. All this has made assessing an  organization\u2019s process maturity increasingly  difficult. The existing maturity models in  the marketplace are not flexible enough  to accommodate for these complex  delivery structures created through  multi-vendor scenarios, multi-location  engagements focusing on selective parts  of the software development lifecycle,  etc. This significantly reduces the overall  effectiveness of the output provided  by the existing maturity model and its  applicability to the client situation.<|endoftext|>Focused on comprehensive  certification rather than required  capabilities Most conventional models are \u201ccertification  focused\u201d and can help organizations in  assessing their IT process capabilities and  getting certified. They are exhaustive in  the coverage of process areas and answer  the question, \u201chow comprehensive are  the processes and practices to service a  diverse sets of users of the QA services?\u201d.  Such a certification is often a much  needed qualification for IT service provider  organizations to highlight their process  capability and maturity to diverse clients  and prospects. However, most non-IT  businesses maintain IT divisions to support  their business and are more interested  in selectively developing the required  capabilities of their respective IT groups,  leading to efficient business processes and  better business outcomes. Hence  1 External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 8  \n\n---\n\n the focus of maturity assessments in  these organizations is not certification,  but the ability to deliver specific business  outcomes. Since the traditional assessment  models are often certification-focused,  most non-IT businesses find it an  overhead to go through an exhaustive  assessment process that does not help  them answer the question, \u201chow effective  are my organization\u2019s QA processes and  practices to ensure quality of my business  outcomes? Staged Vs Continuous model for  growth in maturity Majority of certification models follow  a staged approach, which means that  the organization has to satisfy all the  requirements of a particular level and get  certified in the same, before becoming  eligible for progress to the next level.  But, most organizations are selective in  their focus and want to develop those  areas that are relevant and necessary to  their business, rather than meeting all  the requirements just to get certified at  a particular level. Because of the staged  approach to certification, such maturity  models do not present organizations  with a good view of where their current  capabilities stand with respect to what is  needed by the organization.<|endoftext|>Lack of focus on QA The existing maturity models primarily  focus on software development, and  treat testing as a phase in the Software  Development Lifecycle. However, today,  testing has evolved as a mature and  specialized discipline in the software  industry and hence the ability of the  traditional models to assess the QA/testing  processes and practices to the required  level of detail is very limited. They fall  short of organizations that have realized  the need/ importance for an independent  testing team and want to manage the  QA maturity mapping process as an  independent entity. Hence, the various  dimensions of the test organization should  be given adequate focus in the maturity  assessment approach covering the Process,  People and Technology aspects of testing.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 / 8  \n\n---\n\n A comprehensive model to assessing an organization\u2019s test capabilities and the ability to handle transformational  programs Now that we have looked at the  shortcomings of the traditional models of  QA assessment, it is time to answer that  all-important question, \u201cwhat should a  comprehensive model for assessing QA/ Test maturity be like?\u201d. The key attributes  of a comprehensive QA/Test assessment  framework/model can be summed up as  follows: Provide business-comprehensible  decision-aiding results The model should allow for selective  assessment of the relevant parameters for  maturity, in the context of business. The  results of the assessment should help the  business identify and plot the possibility of  immaturity in their systems and processes,  using lead indicators that have a negative  impact on the business. These indicators  should help the senior management  to decide whether to go for a detailed  assessment of maturity, before any adverse  effect on business is felt.  Choice of business-relevant factors  and focus areas The model should be flexible enough to  provide the right level of focus on the  various factors, business deems relevant,  that contribute to the overall maturity  index. For example, an organization  which depends on one or a set of service  providers for their key IT services may  want strong governance and gating  mechanisms. While, another organization  that does testing in-house, and leverages  vendors for development, will have a much  wider focus on maturity in processes and  practices. Basically, the model should  be flexible enough to account for the  intent of assessment, as outlined by the  organization.<|endoftext|>Detailed and comprehensive view  of areas of improvement and  strengths The model should also be one that helps  determine the maturity of the testing  organization in a detailed manner. The  methods and the systems of the model  should provide a robust mechanism of  objectively calculating the maturity level  of the testing organization, based on the  behaviors exhibited by the organization.  It should provide the members of the  QA organization with a detailed view of  the areas of strength (and hence to be  retained) and the areas of improvement.  The model should enable the testing  organization to understand the measures  that should be implemented at the  granular level, rather than at a high-level  and thereby help the organization to focus  on their key QA dimensions,  2 External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 / 8  \n\n---\n\n and strengthen the maturity of these  dimensions.<|endoftext|>A frame of reference for  improvement initiatives The comprehensive maturity model should  provide the organization with a roadmap  to move its QA/Testing processes and  practices to a higher level of maturity and  effectiveness. It should provide a reference  framework for selective improvement of  capabilities, keeping in mind the business  context and organizational objectives.  This will help the organization design a  roadmap for improvement and devise ways  to implement the same effectively.<|endoftext|>Conclusion So, in order to meet the needs of a  dynamic business environment and  rapidly evolving technology space, IT  organizations need to respond quickly  and efficiently with high-quality, high- reliability and cost-effective processes  and systems. This calls for a robust and  scalable QA organization that can guard  and ensure the quality of solutions that  are put into operation, and assess itself on  its capabilities and maturity, periodically  to ensure business-relevance and  effectiveness.<|endoftext|>Hence a comprehensive QA maturity  model, which assists organizations in  this assessment, should move away from  certification-based models with \u201cgeneric\u201d  and \u201chard-to-customize\u201d stages, to a  model that is adaptable to the context in  which business operates. It needs to be a  model that evaluates factors that influence  maturity and quality of processes at a  detailed level and helps the organization to  embed quality and maturity in processes,  governance and development of key  competencies. This would help ensure  the maturity of operations and promote  continuous improvement and innovation  throughout the organization.<|endoftext|>3 External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 / 8  \n\n---\n\n About the \nAuthors Reghunath Balaraman  (Reghunath_Balaraman@infosys.com)  Reghunath Balaraman is a Principal Consultant, and has over 16 years of experience. A post graduate in Engineering and Management, he  has been working closely with several large organizations to assess the maturity of their test and QA organizations and to help them build  mature and scalable QA organizations. Raghunath is also well versed with several industry models for assessing maturity of software testing.<|endoftext|>Harish Krishnankutty (Harish_T@infosys.com) Harish Krishnankutty is a Industry Principal in Infosys\u2019 Independent Validation Solutions unit and has over 14 years of experience in the IT  industry. His area of specialization is QA consulting and program management and has extensive expertise in the design and implementation  of Testing Centers of Excellence/ Managed QA services. Currently, he focuses on the development of tools, IP and services in different areas of  specialized testing, including Test Automation, SOA Testing, Security Testing, User Experience Testing, Data Warehouse Testing and Test Data  Management.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 / 8  \n\n---\n\n \u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: DAST Automation for Secure, Swift DevSecOps Cloud Releases \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 8  \n\n---\n\n Abstract DevSecOps adoption in the cloud goes well beyond merely managing continuous  integration and continuous deployment (CI/CD) cycles. Its primary focus is security  automation. This white paper examines the barriers organizations face when  they begin their DevSecOps journey, and beyond. It highlights one of the crucial  stages of security testing known as Dynamic Application Security Testing (DAST). It  explores the challenges and advantages of effectively integrating DAST into the CI/ CD pipeline, on-premises and in the cloud. The paper delineates the best practices  for DAST tool selection and chain set-up, which assist in shift-left testing and cloud  security workflows that offer efficient security validation of deployments with risk- based prompt responses.<|endoftext|>DAST AUTOMATION FOR SECURE,  SWIFT DEVSECOPS CLOUD RELEASES WHITE PAPER \n\n---\n\n  Page: 2 / 8  \n\n---\n\n  Traditional security practices involve security personnel running  tests, reviewing findings, and providing developers with  recommendations for modifications. This process, including  threat modeling, conducting compliance checks, and carrying out  architectural risk analysis and management, is time-consuming and  incongruous with the speed of DevOps. Some of these practices  are challenging to automate, leading to a security and DevOps  imbalance. To overcome these challenges, many organizations have  shifted to an agile DevOps delivery model. However, this exerts  significant pressure on DevOps to achieve speed with security as  part of the CI/CD pipeline. As a result, release timelines and quality  have been impacted due to the absence of important security  checks or the deployment of vulnerable code under time pressure.<|endoftext|>Even as DevOps was evolving, the industry concurrently fast- tracked its cloud transformation roadmap. Most organizations  shifted their focus to delivering highly scalable applications built  on customized modern architectures with 24/7 digital services.  These applications include a wide-ranging stack of advanced tiers,  technologies, and microservices, backed by leading cloud platforms  such as AWS, GCP, and Azure.  Despite the accelerated digital transformations, a large number of  organizations continue to harbor concerns about security. The year- end cybercrime statistics provide good reason to do so: 1. The global average cost of a data breach is an estimated US  $4.35 million, as per IBM\u2019s 2022 data breach report1 2. Cybercrime cost the world US $7 trillion in 2022 and is set to  reach US $10.5 trillion by 2025, according to Cybersecurity  Ventures2 Evidently, security is an important consideration in cloud migration  planning. Speed and agility are imperatives while introducing  security to DevOps processes. Integrating automated security  checks directly into the CI/CD pipeline enables DevOps to evolve  into DevSecOps.  DevSecOps is a flexible collaboration between development,  security, and IT operations. It integrates security principles and  practices into the DevOps life cycle to accelerate application  releases securely and confidently. Moreover, it adds value to  business by reducing cost, improving the scope for innovation,  speeding recovery, and implementing security by design. Studies  project DevSecOps to reach a market size of between US $20 billion  to US $40 billion by the end of 2030.<|endoftext|>Background  \n\n---\n\n  Page: 3 / 8  \n\n---\n\n  As enterprises race to get on the DevSecOps bandwagon, IT teams  continue to experience issues:  \u2022 60% find DevSecOps technically challenging 3 \u2022 38% report a lack of education and adequate skills around  DevSecOps 3 \u2022 94% of security and 93% of development teams report an impact  from talent shortage 1 Some of the typical challenges that IT teams face when integrating  security into DevOps on-premise or in the cloud are:  People/culture challenges:  \u2022 Lack of awareness among developers on secure coding practices  and processes  \u2022 Want of collaboration and cohesive skillful teams with  development, operations, and security experts Process challenges: \u2022 Security and compliance remain postscript \u2022 Inability to fully automate traditional manual security practices to  integrate into DevSecOps \u2022 Continuous security assessments without manual intervention Tools/technology challenges: \u2022 Tool selection, complexity, and integration problems \u2022 Configuration management issues \u2022 Prolonged code scanning and consumption of resources                                                           DevSecOps implementation challenges Focusing on each phase of the modern software development life cycle (SDLC) can help strategically resolve DevSecOps implementation  challenges arising from people, processes, and technology. Integrating different types of security testing for each stage can help overcome  the issues more effectively (Figure 1).  Figure 1: Modern SDLC with DevSecOps and Types of Security Testing Solution PLAN Requirements CODE Code Repository BUILD CI Server TEST Integration  Testing RELEASE Artifact  Repository DEPLOY CD Orchestration OPERATE Monitor Threat  Modelling Software  Composition  Analysis and Secret  Management Secure Code  Analysis and Docker  Linting Dynamic  Application  Security Testing Network  Vulnerability  Assessments System/Cloud  Hardening Cloud  Configuration  Reviews \n\n---\n\n  Page: 4 / 8  \n\n---\n\n  What is DAST? DAST is the technique of identifying the vulnerabilities and touchpoints of an application while it is running. DAST is easy even for beginners  to get started on without in-depth coding experience. However, DAST requires a subject matter expert (SME) in the area of security to  configure and set up the tool. An SME with good spidering techniques can build rules and configure the correct filters to ensure better  coverage, improve the effectiveness of the DAST scan, and reduce false positives.<|endoftext|>Best practices to integrate DAST with CI/CD The last few years have shown that next-generation CX requires heavy doses of perseverance and attitudinal focus. At Infosys, we have  extended this to the way we deliver projects by relying on a few key cultural principles: Besides adopting best practices, the CI/CD environment needs to be test-ready. A basic test set-up includes: There can be several alternatives to the set-up based on the toolset selection. The following diagram depicts a sample (see Figure 2).<|endoftext|>Figure 2: DevSecOps Lab Set-up \u2022 Integrate DAST scan in the CI/CD production pipeline after  provisioning the essential compute resources, knowing that  the scan will take under 15 minutes to complete. If not, create a  separate pipeline in a non-production environment \u2022 Create separate jobs for each test in the case of large  applications. E.g., SQL injection and XSS, among others  \u2022 Consider onboarding an SME with expertise in spidering  techniques, as the value created through scans is directly  proportional to the skills exhibited \u2022 Roll out security tools in phases based on usage, from elementary  to advanced \u2022 Fail builds that report critical or high-severity issues \u2022 Save time building test scripts from scratch by leveraging existing  scripts from the functional automation team \u2022 Provide links to knowledge pages in the scan outputs for  additional assistance \u2022 Pick tools that provide APIs \u2022 Keep the framework simple and modular \u2022 Control the scope and false positives locally instead of  maintaining a central database \u2022 Adopt the everything-as-a-code strategy as it is easy to maintain Developer machine for  testing locally Code repository  for version  controlling CI/CD server  for integrations  and running tests with the  help of slave/runner Staging  environment \n\n---\n\n  Page: 5 / 8  \n\n---\n\n   Right tool selection With its heavy reliance on tools, DevSecOps enables the  automation of engineering processes, such as making security  testing repeatable, increasing testing speed, and providing early  qualitative feedback on application security. Therefore, selecting  the appropriate security testing tools for specific types of security  testing and applying the correct configuration in the CI/CD pipeline  is critical.<|endoftext|>Challenges in tool selection and best practices  Common pitfalls \u2022 Lack of standards in tool selection \u2022 Security issues from tool complexity and integration \u2022 Inadequate training, skills, and documentation \u2022 Configuration challenges Best practices in tool selection \u2022 Expert coverage of tool standards \u2022 Essential documentation and security support  \u2022 Potential for optimal tool performance, including language  coverage, open source or commercial options, the ability to  ignore issues, incident severity categories, failure on issues, and  results reporting feature \u2022 Cloud technology support \u2022 Availability of customization and integration capabilities with       other tools in the toolchain \u2022 Continuous vulnerability assessment capability Best practices in tool implementation \u2022  Create an enhanced set of customized rules for tools to ensure  optimum scans, and reliable outcomes \u2022  Plan incremental scans to reduce the overall time taken \u2022  Use artificial intelligence (AI) capabilities to optimize the analysis  of vulnerabilities reported by tools \u2022  Aim for zero-touch automation \u2022  Consider built-in quality through automated gating of the build  against the desired security standards After selecting the CI/CD and DAST tools, the next step is to set  up a pre-production or staging environment and deploy the web  application. The set-up enables DAST to run in the CI/CD pipeline as  a part of integration testing. Let us consider an example using the  widely available open-source DAST tool, Zed Attack Proxy (ZAP).  Some of the key considerations for integrating DAST in the CI/CD  pipeline using ZAP (see Figure 3) are listed below: \u2022  Test on the developer machine before moving the code to the  CI/CD server and the Gitlab CI/CD \u2022  Set up the CI/CD server and Gitlab. Ensure ZAP container  readiness with Selenium on Firefox, along with custom scripts  \u2022  Reuse the functional automation scripts, only modifying them  for security testing use cases and data requirements \u2022  Push all the custom scripts to the Git server and pull the latest  code. Run the pipeline after meeting all prerequisites  \n\n---\n\n  Page: 6 / 8  \n\n---\n\n  Some of the key considerations for integrating DAST in the CI/CD pipeline using ZAP (see Figure 3) are listed below: \u2022  Test on the developer machine before moving the code to the CI/CD server and the Gitlab CI/CD \u2022  Set up the CI/CD server and Gitlab. Ensure ZAP container readiness with Selenium on Firefox, along with custom scripts  \u2022  Reuse the functional automation scripts, only modifying them for security testing use cases and data requirements \u2022  Push all the custom scripts to the Git server and pull the latest code. Run the pipeline after meeting all prerequisites  \n\n---\n\n  Page: 7 / 8  \n\n---\n\n  DevSecOps with DAST in the cloud Integrating DAST with cloud CI/CD requires a different approach.  Approach: \u2022  Identify, leverage, and integrate cloud-native CI/CD services, continuous logging and monitoring services, auditing, and governance     services, as well as operation services with regular CI/CD tools \u2013 mainly DAST \u2022  Control all CI/CD jobs with server and slave architecture by using containers, such as Docker, to build and deploy applications as cloud     orchestration tools.<|endoftext|>An effective DAST DevSecOps in cloud architecture appears as shown in Figure 4: Best practices \u2022  Control access to pipeline resources     using identity and access management     (IAM) roles and security policies  \u2022  Encrypt data at transit and rest always \u2022  Store sensitive information, such as     API tokens and passwords, in the      Secrets Manager  Key steps 1. The user commits the code to a code repository 2. The tool builds artifacts and uploads them to the artifact library 3. Integrated tools help perform the SCA and SAST tests 4. Reports of critical/high-failure vulnerabilities from the SCA and  SAST scans go to the security dashboard for fixing 5. Code deployment to the staging environment takes place if  reports indicate \u201cno or ignore vulnerabilities\u201d 6. Successful deployment triggers a DAST tool, such as the OWASP  ZAP, for scanning  7. User repeats steps 4 to 6 in the event of a vulnerability  detection  8. If no vulnerabilities are reported, the workflow triggers an  approval email.<|endoftext|>9. Receipt of approval schedules automatic deployment to  production Figure 4: DAST DevSecOps in Cloud Workflow \n\n---\n\n  Page: 8 / 8  \n\n---\n\n \u00a9 2023 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com  Infosys.com | NYSE: INFY Stay Connected About the authors Kedar J Mankar Kedar J Mankar is an Infosys global delivery  lead for Cyber Security testing with Infosys.  He has extensive experience across  different software testing types. He has  led large size delivery and transformation  programs for global Fortune 500 customers  and delivered value through different COEs  with innovation at core. He has experience  working and handling teams in functional,  data, automation, DevOps, performance  and security testing across multiple  geographies and verticals.<|endoftext|>Amlan Sahoo  Amlan Sahoo has an overall 27+ years in IT  industry in application development and  testing. He is currently the head of Cyber  Security testing division. He has a proven  track record in managing and leading  transformation programs with large  teams for Fortune 50 clients, managing  deliveries across multiple geographies and  verticals. He also has 4 IEEE and 1 IASTED  publications to his credit on bringing  efficiencies in heterogeneous software  architectures.<|endoftext|>Vamsi Kishore  Vamsi Kishore Sukla is a Security  consultant with over 8 years of professional  experience in the security field, specializing  in application security testing, cloud  security testing, network vulnerability  assessments following OWASP standards  and CIS benchmarks. With a deep  understanding of the latest security trends  and tools, he provides comprehensive  security solutions to ensure the safety and  integrity of organization and clients.<|endoftext|>Conclusion DevOps is becoming a reality much faster than we anticipate. However, there should  be no compromise on security testing to avoid delayed deployments and the risk  of releasing software with security vulnerabilities. Successful DevSecOps requires  integrating security at every stage of DevOps, enabling DevOps teams on security  characteristics, enhancing the partnership between DevOps teams and security  SMEs, automating security testing to the extent possible, and shift-left security  for early feedback. By leveraging the best practices recommended in this paper,  organizations can achieve a more secure and faster release by as much as 15%, both  on-premises and in the cloud.<|endoftext|>References 1. https://www.cobalt.io/blog/cybersecurity-statistics-2023 2. https://cybersecurityventures.com/boardroom-cybersecurity-report/ 3. https://strongdm.com/blog/devsecops-statistics   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: Data Archival Testing \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 4  \n\n---\n\n WHITE PAPER DATA ARCHIVAL TESTING Abstract Today, there is an exponential rise in the amount of data being  generated by organizations. This explosion of data increases IT  infrastructure needs and has an immense impact on some important  business decisions that are dependent on proficient data analytics.  These challenges have made data archival extremely important from  a data management perspective. Data archival testing is becoming  increasingly important for businesses as it helps address these  challenges, validate the accuracy and quality of archived data and  improve the performance of related applications.  The paper is aimed at helping readers better understand the space  of data archival testing, its implementation and the associated  benefits.<|endoftext|>\n\n---\n\n  Page: 2 / 4  \n\n---\n\n Introduction One of the most important aspects of managing a business today is managing its data growth. On a daily basis, the  cost of data management outpaces the data storage costs for most organizations. Operational analytics and business  intelligence reporting usually require active operational data.  Data that does not have any current requirement or usage,  known as inactive data, can be archived to a safe and secure storage. Data archiving becomes important for companies  who want to manage their data growth, without compromising on the quality of data that resides in their production  systems.<|endoftext|>Many CIOs and CTOs are reworking on their data retention policies and their data archival and data retrieval strategies  because of an increased demand for data storage, reduced application performance and the need to be compliant with  the ever changing legislations and regulations.1 Data Archival Testing \u2013 Test Planning  Data Archival is the process of moving  data that is not required for operational,  analytical or reporting purposes to offline  storage. A data retrieval mechanism is  developed to restore data from the offline  storage.<|endoftext|>The common challenges faced during  data archival are:  \u2022 Inaccurate or irrelevant data in data  archives \u2022 Difficulty in the data retrieval  process from the data archives Data archival testing helps address these  challenges. While devising the data  archival test plan, the following factors  need to be taken into consideration: Data Dependencies There are many intricate data  dependencies in an enterprise\u2019s  architecture. The data which is archived  should include the complete business  objects along with metadata, that  helps retain the referential integrity  of data across related tables and  applications. Data archival testing  needs to validate that all related  data is archived together for easy  interpretation, during storage and  retrieval.  Data Encoding The encoding of data in the archival  database depends on the underlying  hardware for certain types of data. To  illustrate, data archival testing needs to  ensure that the encoding of numerical  fields such as integers also archives  the related hardware information, for  easier future data retrieval and display  of data with a different set of hardware.<|endoftext|>Data Retrieval Data needs to be retrieved from  archives for regulatory, legal and  business needs. The validation of the  data retrieval process ensures that  the archived data is easily accessed,  retrieved and displayed in a format  which can be clearly interpreted  without any time consuming manual  intervention.<|endoftext|>Data Archival Testing \u2013 Implementation  The data archival testing process includes  validating processes which encompass  data archival, data deletion and data  retrieval.  Figure 1 below describes the different  stages of a data archival testing process,  the business drivers, the different types of  data that can be archived and the various  offline storage modes.  Figure 1: The Data Archival Testing Process External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 4  \n\n---\n\n Test the Data Archival  process  1 \u2022 Testing the Data Archival process  ensures that business entities that  are archived includes master data,  transaction data, meta data and  reference data \u2022 Validates the storage mechanism  and that the archived data is stored  in the correct format. The data  also has to be tested for hardware  independence Test the Data Deletion  process 2 \u2022 Inactive data needs to be archived  and moved to a secure storage for  retrieval at a later point and then  deleted from all active applications  using it. This validation process  would verify that that the test data  deletion process has not caused any  error to any existing applications  and dashboards \u2022 When archived data is deleted from  systems, verify that the applications  and reports are conforming to their  performance requirements Test the Data Retrieval  process 3 \u2022 Data that has been archived needs  to be easily identified and accessible  in case of any legal or business  needs \u2022 For scenarios that involve urgent  data retrievals, processes for the  same need to be validated within a  defined time period Benefits of Data Archival Testing The benefits of data archival testing are often interrelated and have a significant impact on the IT infrastructure costs for a business. Some of  the benefits are: Accomplishing all these benefits determine the success of a data archival test strategy.<|endoftext|>Reduced storage costs Improved application  performance Minimize business   outages Data Compliance Only the data that is relevant gets archived and for a defined time period which reduces  hardware costs and its maintenance costs significantly.<|endoftext|>Data is retrieved faster; the network performs better as only relevant data is present in  the production environment. All these factors enhance application performance.<|endoftext|>Archived data that is deleted from production systems does not have an impact on  the related applications\u2019 performance and functionality, leading to smooth business  operations.<|endoftext|>Easy retrieval and availability of archived data ensures higher data compliance with the  legal and regulatory requirements.<|endoftext|>Conclusion Due to the critical business needs for data retention, regulatory and compliance requirements and a cost effective way to access  archived data, many businesses have started realizing and adopting data archival testing. Therefore an organization\u2019s comprehensive  test strategy needs to include a data archival test strategy which facilitates smooth business operations, ensures fulfillment of all data  requirements, maintains data quality and reduces infrastructure costs.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 4  \n\n---\n\n About the \nAuthor Naju D. Mohan  Naju is a Group Project Manager with Infosys with about 15 years of IT experience. She is currently managing specialized testing services like  SOA testing, Data Warehouse testing and Test Data Management for many leading clients in the retail sector.<|endoftext|>REFERENCES  1. \u2018Data overload puts UK retail sector under pressure\u2019, Continuity Central, February 2009  2. \u2018 Data Archiving, Purging and Retrieval Methods for Enterprises\u2019, Database Journal, January 2011 \u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
+{"text": "# Infosys POV \nTitle: Data Imperatives in IT MA&D in Life Sciences Industry \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 10  \n\n---\n\n An Infosys Consulting Perspective Consulting@Infosys.com | InfosysConsultingInsights.com DATA IMPERATIVES  IN IT MA&D IN LIFE  SCIENCES INDUSTRY \n\n---\n\n  Page: 2 / 10  \n\n---\n\n 2 FOREWORD Larger macroeconomic headwinds (first the pandemic, then rising interest rates and now recessionary fears) are pushing organizations to resort to mergers, acquisitions, and divestitures (MA&D) as a strategic lever to achieve higher market share, acquire new capabilities, or/and refocus strategy on core business to improve financial performance. The average annual global MA&D value was approximately $3.6 trillion in 2011-20 cycle and increased to $5.9 trillion in 2021, highlighting the growing importance of MA&D in meeting future business needs. The life sciences industry is increasingly looking at MA&Ds to acquire new specialty / generic drug line (and related market pipeline) in pharmaceuticals, specialized capabilities in diagnostics and digital health sector, niche research and development capabilities for effective drug discovery around \u201cspecialty drugs\u201d and patented IP data around experimental drugs.<|endoftext|>There is growing emphasis on antitrust regulations, regulatory reporting, disclosure requirements, and overall deal approval processes. Compliance with these directly relates to the way entity data is managed (before and after MA&D transaction). Multiple data types including financial, operational, people, supplier, and customer data come into remit. This requires organizations to carefully design and execute their data strategy. There are multiple examples from the industry which showcase that despite growing importance of data strategy in MA&D transactions, just 24% of organizations included CIOs in pre-merger planning4. Abbott Laboratories\u2019 acquisition of Alere got delayed due to regulatory concerns on market concentration1 and anti-competition2. Pfizer and Allergan terminated their planned merger due to the change in treasury rules that made tax benefits less attractive3 and many more.<|endoftext|>Data strategy design and execution start with definition of business metrics and alignment on value measurement approach. After metrics are defined and accepted, linkage to source systems, standardization of data element definitions and management of meta-data along with master data ownerships are key to accurately measuring and interpreting these metrics. Data qualification, especially in regulated industries, is critical to understand and managing qualified data (GxP) and related platforms & applications involved. Finally, a performance oriented and scalable data integration methodology followed by an overarching process and governance mechanism is necessary for ensuring ongoing quality and compliance.<|endoftext|>A poorly designed data strategy and execution often leads to ambiguous understanding of key metrics and underlying data elements, incongruent data standards and unclear ownerships - resulting in faulty data integration, inaccurate transaction records, and ultimately unreliable insights and legal complications. An effective way to overcome these pitfalls is to define a robust data design and execution strategy covering key elements addressing distinctive needs of the life sciences industry.<|endoftext|>Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 3 / 10  \n\n---\n\n Mergers, acquisitions, and divestitures (MA&D) are strategic channels for growth. Multiple benefits can be achieved through an effective MA&D transaction, including exponential growth, entry to newmarkets, optimized cost savings, and improved competitiveness.<|endoftext|>The life sciences industry has been experiencing rapid growth and transformation in recent years, fueled by innovations in R&D, regulatory changes, and technological advancements in provider and payer domains. MA&D transactions have become a vital strategic tool for organizations to expand their portfolios, access new markets and improve their competitive positions. Given the complex nature of MA&D transactions, it requires comprehensive due diligence and planning before, during, and after the transaction. Data, being the fundamental building block of any organization, is a critical factor in this due diligence and planning. It is also one of the commonly overlooked factors. In this article, we highlight key elements of data strategy and design within a MA&D transaction and typical pitfalls along with ways to overcome them.<|endoftext|>MA&D transactions in the life sciences industry are increasingly subject to higher scrutiny from regulatory bodies to ensure greater transparencies and better shareholder and consumer protection. There are three key regulation types which are in place: 1. Greater financial and operationaltransparencies: A. India - Foreign Exchange Management Act (FEMA), SEBI Laws B. USA \u2013 Securities Act, Securities Exchange Act C. Europe \u2013 European Union Merger Law 2. Better intellectual property protection: Patents, trademarks, copyrights, trade secrets, designs, data protection.<|endoftext|>3. Higher fair play and consumer protection: A. India \u2013 Competition Act B. USA \u2013 Federal Antitrust Laws C. Europe \u2013 Competition Law According to an analyst report, the average MA&D failure rate is ~70%4. A key reason for this high failure rate is difficulty in integrating the two entities,5 especially w.r.t culture, operational ways of working, revenue recognition and performance incentives. All these aspects are directly impacted by the way data is designed and managed. Despite the importance, just 24% of organizations included CIOs in pre-merger planning3. Effective data management is key to adhering to these regulatory requirements and ensuring that data is properly collected, analyzed, and reported throughout the transaction process.<|endoftext|>Introduction 3 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 4 / 10  \n\n---\n\n MA&Ds are fundamentally complex transactions that impact business entities, systems, processes, and data of the organizations involved. There are eight elements which underpin data strategy and execution.<|endoftext|>Fig 1 \u2013 Key elements of data strategy within a MA&D transaction.  1. Business metrics and measurement: Defining metrics to evaluate the performance of the target entity is critical. It is important that all entities involved in the transaction clearly define and agree upon the metrics which define success; noteworthy metrics in the life sciences industry include clinical trial outcomes, regulatory approval timelines, molecule discovery rates, drug pipeline progress and GxP compliance metrics. These metrics articulate objectives and key results of the target entity. Agreement on accurate metrics and their measurement logic improves operational and financial transparencies, thereby promoting adoption of the integration / divestiture decision.<|endoftext|>2. Data policies and standards: It is essential to establish a common set of data standards and policies to maintain data assets in the target environment. This involves defining standard data formats, structures, and rules for data management and establishing governance policies to ensure security, privacy, compliance, and protection of data. In a merger or a divestiture scenario, data policies for resulting entities are driven by target business needs and operational requirements.<|endoftext|>Key elements of data strategy and execution 4 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 5 / 10  \n\n---\n\n 3. Metadata management: Metadata helps to classify, manage, and interpret master data.<|endoftext|>Managing metadata is essential in ensuring standardization of data elements across systems e.g., customer ID, distribution channel codes, clinical trial identifiers, drug classification codes, etc.<|endoftext|>Effective metadata management promotes improved data consistency, better data quality, governance, compliance, and security. Like data policies and standards, metadata management standards are driven by target business needs and operational requirements.<|endoftext|>4. Master data management: Data ownership is crucial in MA&Ds because it determines necessary accountabilities and responsibilities towards maintaining the data assets.<|endoftext|>Defining master data ownership during the pre/post-close phases is critical in ensuring smooth transition to integrated operations6. All parties involved must align on a clear ownership on gaining access, maintaining, and governing the master data assets after the transaction. Establishing data stewardship roles and processes to maintain master data is essential to avoid pitfalls such as delays in integration, legal disputes, and potential regulatory penalties. In addition, clear data ownership contributes to better intellectual property protection in a MA&D transaction. This ownership also means managing data at a product level with a promise of a required level of data quality, making it easier for users to extract valuable insights and intelligence.<|endoftext|>5. Data lineage management: MA&D transactions create large data assets, which increasingly become interconnected, complex, and challenging to work with. Data lineage tracks flow of data from source to destination, noting any changes in its journey across different systems. This allows for tracing data origins, evaluating data accuracy and pinpointing potential risks, enabling risk management, thus elevating probability of success of MA&D transactions.<|endoftext|>6. Data qualification: A crucial element for consideration is qualification of data into GxP and non-GxP. GxP data is subject to stringent regulations, while non-GxP data has fewer regulatory constraints. Proper data qualification enables organizations to manage GxP data in compliance with regulatory guidelines and handle non-GxP data as appropriate for its intended use. This helps in adoption of efficient data management processes especially from an extract, transform and load perspective. It also emphasizes relevance of systems that will hold the regulatory data thus ensuring required controls in place when interacting with such systems.<|endoftext|>5 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 6 / 10  \n\n---\n\n 7. Data integration: Effective integration of data across systems such as clinical trial databases, product development pipelines, and sales and marketing platforms into a single, unified environment is critical for the new entity to make effective decisions. Integration of data requires consistent understanding of data and minimization of data redundancies. This helps the new entity gain better and more accurate understanding of its business and operational data, thereby expediting envisioned synergy realization. It also increases operational efficiency by streamlining internal processes, reducing duplication of effort, thereby improving risk profile. Effective data integration is essential for achieving information protection and transparency in a MA&D transaction.<|endoftext|>8. Data governance: Data governance is a crucial element for managing \u201cdata at rest\u201d and \u201cdata in motion\u201d. Robust data governance establishes policies, processes and controls to manage data throughout the life cycle. An effective data governance framework ensures both \u201cdata in motion\u201d and \u201cdata at rest\u201d are adequately protected while tracking data health in a near real time manner, thereby fostering trust with regulators, customers, and partners.<|endoftext|>Common pitfalls in a MA&D and ways to overcome them Data design and execution to support an integration / divestiture transaction is often complicated and stressful. However, with the right interventions, organizations can navigate around these complications. A non-effective data strategy can have far-reaching consequences, such as reduced financial and operational transparency, compromised intellectual property protection, decreased fair play among entities involved and weakened consumer protection. We have identified sixcommon pitfalls and their impact.<|endoftext|>Fig 2 \u2013 Critical elements of pitfalls in a MA&D transaction 6 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 7 / 10  \n\n---\n\n 1. Data ownership: One of the most common pitfalls in MA&D transactions is limited clarity around ownership of data assets in target state. The issue is particularly pronounced when organizations involved have multiple focus areas with data stored in a single system but without proper segregation and ownership. For example, an organization may have three focus areas such as BioSimilars, BioPharma and Med Devices. Data on these focus areas may be stored in one system but not segregated based on focus areas. MA&D in any one of these areas will impose a significant challenge in terms of data segregation dependency identification. Ambiguities regarding data asset ownership often leads to intellectual property disputes, faulty data integration, and challenges extracting data specific to a new entity. To avoid such confusion, it is essential to establish data ownership early in the transaction and assign data stewards to manage data in rest as well in motion.<|endoftext|>2. Business metrics: Organizations involved in a MA&D transaction may prioritize select GxP and non-GxP metrics based on their distinctive strategic objectives and market priorities. For example, in a MA&D involving a generic and a specialty drug maker, the generic drug maker might emphasize GxP metrics such as manufacturing quality and regulatory submission timelines, as well as non-GxP metrics such as market share and cost efficiency. On the other hand, specialty drug makers might focus on GxP metrics such as clinical trial data quality and patient safety, and non-GxP metrics such as R&D pipeline growth and innovative therapy development. Given these diverse priorities, establishing common performance criteria for the new entity might be a challenge. Moreover, lack of uniformity in underlying logic for measuring the performance may further exacerbate the issue. Organizations must establish uniform metrics and underlying measurement criteria that is reflective of strategic priorities of the target entity.<|endoftext|>3. Data standards: Organizations also face roadblocks when they fail to establish common definitions for data elements. The resulting inconsistency in data standards increases the risk of inaccurate transaction records. Such inaccuracies can impair decision-making during critical stages of the MA&D and might even jeopardize the overall success of the transaction. Creating a unified data dictionary and standardizing data definitions across all entities involved is essential to mitigate such risks.<|endoftext|>4. Data lineage: A common pitfall is related to replication of source data elements across multiple source systems. Replication of data elements in multiple systems increases complexity of managing data and leads to additional synchronization overheads.<|endoftext|>Establishing standardized data lineage practices along with synchronized replication processes through automated tools is key to increasing data congruency.<|endoftext|>7 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 8 / 10  \n\n---\n\n 5. Data governance: Another common challenge encountered during MA&Ds arises from ineffective and inconsistent data governance processes. Inconsistent data governance processes decrease accuracy of inferences and insights which can be derived from datasets. A consistent data governance process ensures data protection and regulatory compliance.<|endoftext|>6. Knowledge management: Heavy reliance on individuals makes knowledge retention vulnerable to personnel changes. To overcome this challenge, organizations must develop a knowledge management capability that is not solely dependent on people but facilitated through a set of processes and tools. A robust knowledge management capability enables effective and efficient use of data during the transaction.<|endoftext|>7. A well-designed data strategy is complemented by an effective execution plan. By proactively identifying potential challenges and implementing mitigating solutions, organizations can effectively navigate through the complexities and maximize value realization from a MA&D transaction. Effective data strategy and execution can safeguard the success of the transaction and ensure that the resulting entity(s) operates efficiently and effectively.<|endoftext|>About the CIO advisory practice at Infosys Consulting Over the next 5 years CIOs will lead their organizations towards fundamentally new ways of doing business. The CIO Advisory practice at Infosys Consulting is helping organizations all over the world transform their operating model to succeed in the new normal \u2013 scaling up digitization and cloud transformation programs, optimizing costs, and accelerating value realization. Our solutions focus on the big-ticket value items on the C-suite agenda, providing a deep link between business and IT to help you lead with influence.<|endoftext|>8 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 9 / 10  \n\n---\n\n MEET THE AUTHORS Inder Neel Dua inder_dua@infosys.com Inder is a Partner with Infosys Consulting and leads the life sciences practice in India. He has enabled large scale programs in the areas of digital transformation, process re-engineering and managed services.<|endoftext|>Anurag Sehgal anurag.sehgal@infosys.com Anurag is an Associate Partner with Infosys Consulting and leads the CIO advisory practice in India. He has enabled large and medium scale clients to deliver sustainable results from multiple IT transformation initiatives.<|endoftext|>Ayan Saha ayan.saha@infosys.com Ayan is a Principal with the CIO advisory practice in Infosys Consulting. He has helped clients on business transformation initiatives focusing on IT M&A including operating model transformation.<|endoftext|>Manu A R manu.ramaswamy@infosys.com Manu is a Senior Consultant with CIO advisory practice in Infosys Consulting.<|endoftext|>He has assisted clients on technology transformation initiatives in the areas of IT M&A and cloud transformation.<|endoftext|>Sambit Choudhury sambit.choudhury@infosys.com Sambit is a Senior Consultant with the CIO advisory practice in Infosys Consulting. His primary focus areas include enterprise transformation with IT M&A as a lever. He has helped clients in areas of IT due diligence, integration, and divestitures.<|endoftext|>1 FTC Requires Abbott Laboratories to Divest Two Types of Point-Of-Care Medical Testing Devices as Condition of Acquiring Alere Inc.<|endoftext|>2 EU clears Abbott acquisition of Alere subject to divestments | Reuters 3 Pfizer formally abandons $160bn Allergan deal after US tax inversion clampdown | Pharmaceuticals industry | The Guardian 4 Why, and when, CIOs deserve a seat at the M&A negotiating table | CIO 4 The New M&A Playbook - Article - Faculty & Research - Harvard Business School (hbs.edu) 5 Don\u2019t Make This Common M&A Mistake (hbr.org) 6 6 ways to improve data management and interim operational reporting during an M&A transaction 9 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 10 / 10  \n\n---\n\n consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world\u2019s most recognizable brands  transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive  technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today\u2019s digital landscape to win market share and create shareholder value for lasting competitive  advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  \u00a9 2023 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is  accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the  proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights  mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be  reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed,  photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual  property rights holders under this document.    \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: Need for data masking in a data-centric world \nAuthor: Infosys Limited \nFormat: PDF 1.6 \n\n---\n\n  Page: 1 / 4  \n\n---\n\n VIEW POINT Abstract With data gaining increasing prominence as the foundation of  organizational operations and business, ensuring data security  is emerging as a main priority. It is critical to safeguard sensitive  data and customer privacy, the lack of which can lead to financial  and reputational losses. Thus, there is a rising demand to protect  personally identifiable information during transfer within  organizations as well as across the external ecosystem. This paper  highlights the need for data masking solutions. It also explains how  customized data masking solutions can be used in today\u2019s data  centric world.<|endoftext|>Paromita Shome, Senior Project Manager, Infosys Limited NEED FOR DATA MASKING IN A  DATA-CENTRIC WORLD \n\n---\n\n  Page: 2 / 4  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Introduction The key differentiator for today\u2019s  businesses is how they leverage data.  Thus, ensuring data security is of utmost  importance, particularly for organizations  that deal with sensitive data. However, this  can be challenging because data that is  marked critical and sensitive often needs  to be accessed by different departments  within an organization. Without a well- defined enterprise-wide data access  management strategy, securing data  transfer can be difficult. The failure to  properly control handling of sensitive  information can lead to dangerous data  breaches with far-reaching negative  effects. For instance, a 2017 report by the  Ponemon Institute titled \u2018Cost of a Data  Breach Study, 2017\u20191 found that: \u2022 The average consolidated total cost of a  data breach is US $3.62 million \u2022 The average size of a data breach (number  of records lost or stolen) increased by 1.8%  in the past year \u2022 The average cost of a data breach is US  $141 per record \u2022 Any incident \u2013 either in-house, through a  third party or a combination of both \u2013 can  attract penalties of US$19.30 per record.  Thus, for a mere 100,000 records, the cost  of a data breach can be as high as US $1.9  million These statistics indicate that the  consequences of data breaches go beyond  financial losses. They also affect the  organization\u2019s reputation, leading to loss  of customer and stakeholder trust. Thus,  it is imperative for organizations to adopt  robust solutions that manage sensitive  data to avert reputational damage and  financial losses.<|endoftext|>External Document \u00a9 2019 Infosys Limited \n\n---\n\n  Page: 3 / 4  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Data masking as a solution Data masking refers to hiding data such  that sensitive information is not revealed.  It can be used for various testing or  development activities. The most common  use cases for data masking are: \u2022 Ensuring compliance with stringent  data regulations \u2013 Nowadays, there are  many emerging protocols that mandate  strict security compliance such as Health  Insurance Portability and Accountability  Act (HIPAA) and General Data Protection  Regulation (GDPR). These norms do  not allow organizations to transfer  Types of data masking There are various masking models or  algorithms that can be leveraged to  address the above use cases. These ensure  data integrity while adhering to masking  demands. The most common types are: \u2022 Substitution or random replacement of  data with substitute data \u2022 Shuffling or randomizing existing values  personal information such as personally  identifiable information (PII), payment  card information (PCI) and personal health  information (PHI)  \u2022 Securely transferring data between  project teams \u2013 With the increasing  popularity of offshore models, project  management teams are concerned  about how data is shared for execution.  For instance, sharing production data  raises concerns about the risk of data  being misused/mishandled during  transition. Thus, project teams need to  build an environment that closely mimics  production environments and can be  used for functionality validation. This  requires hiding sensitive information when  converting and executing production data  It is important to note that data sensitivity  varies across regions. Organizations with  global operations are often governed by  different laws. Hence, the demand for  data security and the potential impact of  any breach differ based on the operating  regions. Thus, having an overarching data  privacy strategy is paramount to ensure  that sensitive data remains protected. This  calls for a joint data protection strategy  that includes vendors in offshore and near- shore models as well.<|endoftext|>vertically across a data set/column \u2022 Data encryption by replacing sensitive  values with arithmetically formulated data  and using an encryption key to view the  data \u2022 Deleting the input data for sensitive fields  and replacing with a null value to prevent  visibility of the data element \u2022 Replacing the input value with another  value in the lookup table While the above models enable straight- forward masking, they cannot be applied  to all cases, thus creating the need for  customized data masking. Customized data  masking uses an indirect masking technique  where certain business rules must be  adhered to along with encryption as shown  in Fig 1.<|endoftext|>In the figure, the source data \u2013 WBAPD11040WF70037 \u2013 is received from any source system like RDBMS/Flat files. The business rules state that:  1. There should be no change in the first 10 characters post masking   2. The next 2 letters should be substituted with letters post masking 3. The last 5 numerals should be substituted with numerals only post masking Fig 1: A technical approach to customized data masking External Document \u00a9 2019 Infosys Limited Data Masking RDBMS Individual Data (WBAPD11040WF70 037) Data  Splitter Data Splits WBAPD11040 WF Individual Data (WBAPD11040AG817 26) Masked Data Source Data Data  Concatenation 70037 Masking TDM Tool PLSQL WBAPD11040 AG 81726 Masked Data Splits Files Input Source RDBMS Files Output Source \n\n---\n\n  Page: 4 / 4  \n\n---\n\n \u00a9 2019 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected As part of customized masking, the source  data is passed through a data splitter.  The single source data is then split into  individual source data based on the  business rules as shown in Fig 1.<|endoftext|>After this, the individually-split data is  run through the data masking tool and  the masking algorithm defined in the  tool is executed for each item, yielding an  output of masked data. In each section,  the masking type is selected based on the  business rule and then the encryption is  applied. The three individual sections of  masked data are finally concatenated  before being published at the output,  which can be a database or a flat file. The  masked data for the reference source data  now reads as WBAPD11040AG81726. This  output data still holds the validity of the  source input data, but it is substituted  with values that do not exist in line  with the business rules. Hence, this  can be utilized in any non-production  environment.<|endoftext|>Customized masking can be used in  various other scenarios such as: \u2022 To randomly generate a number to check  Luhn\u2019s algorithm where masked data  ensures that the source data lies within the  range of Luhn\u2019s algorithum \u2022 To check number variance in a range  between \u2018x\u2019 and \u2018y\u2019 where the input  values will be replaced with a random  value between the border values, and the  decimal points are changed \u2022 To check number variance of around +/- *  % where a random percentage value  between defined borders will be added to  the input value Conclusion As the demand for safeguarding sensitive  data increases, organizations need  effective solutions that support data  masking capabilities. Two key areas where  data masking is of prime importance are  ensuring compliance with data regulations  and protecting data while it is transferred  to different environments during testing.  While there are several readily-available  tools for data masking, some datasets  require specialized solutions. Customized  data masking tools can help organizations  hide source data using encryption and  business rules, allowing safe transfer while  adhering to various global regulatory  norms. This not only saves manual  effort during testing but averts huge  losses through financial penalties and  reputational damages arising from data  breaches.<|endoftext|>References 1. https://securityintelligence.com   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: Infosys Test Automation Accelerator \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 4  \n\n---\n\n WHITE PAPER HOW TO ENSURE DATA QUALITY   DURING DATA MIGRATION Naju D Mohan, Delivery Manager \n\n---\n\n  Page: 2 / 4  \n\n---\n\n Introduction In today\u2019s business world, change is the  only constant and changes make their  appearances in various forms, some of  which are: \u2022 Mergers and acquisitions \u2022 New compliance requirements \u2022 New Package implementations \u2022  Migration to new technologies such as  the cloud \u2022 Big data programs Being data driven, the business has to  upgrade and keep its intelligence up- to-date to realize the benefits of these  changes. So in short, all these changes  result in data migrations.  Most of the time, it is assumed that data  migration is an IT problem 2. All the visible  changes and the actions lie with the IT  team, so the business moves on, putting  the entire burden of data migration  management on the IT team.  Mergers and acquisitions and compliance  requirements clearly stand out as having  its origin with the business team. So does  the decision to implement a CRM, loyalty  or HR package with its beginning at the  business department. The need to optimize  operating costs and make intelligent  decisions and act in real-time, leads the  business to migrate to cloud and embark  on big data programs. But the onus of the  migration management, often, lies with the  IT team.<|endoftext|>It must be clearly understood that any data  migration without the business leading the  program has a high rate of failure. Business  has to not just care about data migration  but command it.<|endoftext|>Who is the Primary Owner? According to Gartner, 83% of the  data migration programs fail to meet  expectations, running over time and  budget1.<|endoftext|>Some key reasons for this are: 1.  Poor Understanding About Data  Migration Complexity \u2022   The focus on data migration is lost in  the excitement of the new package  implementation, migration to cloud  or big data initiatives  \u2022   Most often, it is assumed that data fits  one-one into the new system \u2022   The whole attention is on the  implementation of the new business  processes with less or almost no focus  on data migration 2. Lack of Proper Attention to Data \u2022   Lack of data governance and proper  tools for data migration can impact  the quality of data loaded into the  new system \u2022   Mergers and acquisitions can  introduce new data sources and  diverse data formats \u2022   Huge volumes of data may force us  to overlook whether the  data is still  relevant for the business   3. Late Identification of Risks \u2022   Poor data quality of the source  systems and lack of documentation  or inaccurate data models would be  identified late in the migration cycle \u2022   Lack of clarity on the job flows and data  integrity relationship across source  systems would cause data load failures Why Such a High Failure Rate for Data Migration Programs? External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 4  \n\n---\n\n An innovative data migration test strategy  is critical to the success of the change  initiatives undertaken by the business. The  test strategy should be prepared in close  collaboration with the business team as  they are a vital stakeholder, who initiated  the change resulting in data migration. The  two principal components which should be  considered as part of the test strategy are: 1. Risk-Based Testing    The data volumes involved in data  migration projects emphasize the  need for risk-based testing to provide  optimum test coverage with the least  risk of failure. Master test strategy  can be created by ensuring proactive  analysis with business and third- parties. Tables can be prioritized and  bucketed based on the business  criticality and sensitivity of data.  Composite key agreed with the  business can be used to select sample  rows for validation in tables with  billions of rows.  2. Data Compliance Testing    It is very important that the quality  assurance (QA) team is aware of the  business requirements that necessitated  data migration, because the change  would have been to meet new  government regulations or compliance  requirements. The test strategy must  have a separate section to validate  the data for meeting all compliance  regulations and standards such as Basel  II, Sarbanes-Oxley (SOX), etc.  Is There a Right Validation  Strategy for Data Migration? A Test Approach Giving Proper Attention to Data Data migration, as mentioned earlier, is  often a by-product of a major initiative  undertaken by the company. So in a  majority of scenarios, there would be an  existing application which was performing  the same functionality. It is suitable to  adopt a parallel testing approach which  would save effort spent to understand  the system functionality. The testing can  be done in parallel with development in  sprints, following an agile approach to  avoid the risk of failure at the last moment.<|endoftext|>1. Metadata Validation    Data migration testing considers  information that describes the location  of each source such as the database  name, filename, table name, field or  column name, and the characteristics  of each column, such as its length and  type, etc. as part of metadata. Metadata  validation must be done before the  actual data content is validated, which  helps in early identification of defects  which could be repeated across several  rows of data.<|endoftext|>2. Data Reconcilliation    Use automated data comparison  techniques and tools for column to  column data comparison. There could  be duplicate data in legacy systems  and it has to be validated that this is  merged and exists as a single entity  in the migrated system. Sometimes  the destination data stores do not  support the data types from the source  and hence the storage of data in such  columns have to be validated for  truncation and precision. There could  be new fields in the destination data  store and it has to be validated that  these fields are filled with values as per  the business rule for the entity.<|endoftext|>Benefits  A well thought-out data migration validation strategy helps to make the data migration  highly predictable and paves the way for a first-time right release. Regular business  involvement helps to maintain the testing focus on critical business requirements. A  successful implementation of the shift-left approach in the migration test strategy helps  identify defects early and save cost.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 4  \n\n---\n\n Case Study: Re-Platforming of Existing HP NEOVIEW Data Warehouse to Teradata The Client   One of the largest super market chains in  the United Kingdom which offers online  shopping, DVD rentals, financial services,  and multiple store locations.<|endoftext|>The Objectives \u2022  To complete the re-platform of HP  Neoview to Teradata and re-platform  associated services before HP  discontinued support to Neoview  \u2022  To migrate the existing IT business  services currently operating against a  Neoview data warehouse onto a Teradata  warehouse with minimal disruption \u2022  To improve the performance of  current  Ab-Initio ETL batch processes and  reporting services using Microstrategy,  SAS, Pentaho, and Touchpoint  The QA Solution The validation strategy was devised  to ensure that the project delivered a  like-for-like, \u2018lift-and-shift\u2019. This project  had environmental challenges and  dependencies throughout the entire  execution cycle. SIT phase overcame all  the challenges by devising strategies  that departed from traditional testing  approach in terms of flexibility and  agility. The testing team maintained close  collaboration with the development and  infrastructure teams while maintaining  their independent reporting structure.  The approach was to maximize defect  capture within the constraints placed on  test execution.<|endoftext|>It was planned to have individual  tracks tested independently on static  environment and then have an end- to-end SIT, where all the applications /  tracks are integrated. Testing was always  focused on migrating key business  functions on priority such as sales  transaction management, merchandise  and range planning, demand  management, inventory management,  price and promotion management, etc.<|endoftext|>The Benefits \u2022  15% reduction in effort through  automation using in-house tools \u2022  100% satisfaction in test output  through flexibility and transparency  in every testing activity achieved  through statistical models to define  acceptance baseline End Notes 1. Gartner, \u201cRisks and Challenges in Data Migrations and Conversions,\u201d February 2009 2. https://www.hds.com/go/cost-efficiency/pdf/white-paper-reducing-costs-and-risks-for-data-migrations.pdf \u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: End-to-end test automation \u2013 A behavior-driven and tool-agnostic approach \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 8  \n\n---\n\n PERSPECTIVE END-TO-END TEST AUTOMATION  \u2013 A BEHAVIOR-DRIVEN AND TOOL- AGNOSTIC APPROACH Anand Avinash Tambey  Product Technical Architect, Infosys Abstract In today\u2019s fast changing world, IT is under constant pressure to  deliver new applications faster and cheaper. The expectation from  the quality assurance (QA) organization is to make sure that all the  applications are tuned to deliver to every rising user expectation  across devices, locations, and typically, at no additional cost. And  with an exponential growth in the diversity and number of end  users in almost all sectors, requirements are fairly fluctuating and  demanding too.<|endoftext|>\n\n---\n\n  Page: 2 / 8  \n\n---\n\n Let us discuss these approaches in detail to face the above challenges.  How to face these challenges Challenges l Technical complexity l Infrastructure, licensing, and      training costs l Late involvement of users l Late involvement of testers    Approaches l De-skilling l Using open source stack l Using behavior-driven techniques l Utilizing the testers and users      effectively     This fast-paced software engineering  advancement is also posing challenges to  software engineers to build an ecosystem  that enables rapid prototyping and  design, agile development and testing,  and fully automated deployment. For  the QA community, this translates to a  need to maximize automation across  all stages of the software engineering  and development life cycle and more  importantly, do it in an integrated fashion.  Consequently, `extreme automation\u2019 is the  new mantra for success. And there is more.  According to the 2014 State of DevOps  report, high-performing organizations  are still deploying code 30 times more  frequently, with 50 percent fewer failures  than their lower-performing counterparts.  High IT performance leads to strong  business performance, helping boost  productivity, profitability, and market  share. The report counts automated testing  as one of the top practices correlated  with reducing the lead time for changes.<|endoftext|>However, automated testing puts together  another set of challenges. The latest  technologies stack advocates multiple  choices of test automation tools, platform-  specific add-ins, and scripting languages.  There is no inherent support available  for generic, tool-agnostic, and scriptless  approach with easy migration from one  tool to another. Therefore, a significant  investment in training, building expertise,  and script development is required to  utilize these tools effectively. The cost  and associated challenges inadvertently  affect the time-to-market, profitability, and  productivity although it also creates an  opportunity to resolve the issues using a  combination of an innovative tool-agnostic  approach and latest industry practices   such as behavior-driven development  (BDD) and behavioral-driven test (BDT).<|endoftext|>Business challenges  A persistent need of businesses is to  reduce the time between development  and deployment. QA needs to evolve  and transform to facilitate this. And this  transformation requires a paradigm  shift from conventional QA in terms of  automation achieved in each life cycle  stage and across multiple layers   of architecture.   Technical complexity The technology and platform stack is not  limited to traditional desktop and the   web for current application portfolios. It  extends to multiple OS (platforms), mobile   devices, and the newest responsive   web applications.<|endoftext|>Infrastructure, licensing, and  training costs  To test diverse applications, multiple test  automation tools need to be procured  (license cost), testing environment needs  to be set up (infrastructure), and the  technical skills of the team need to be  brought to speed with training and self- learning / experimentation (efforts).  Late involvement of users  The end user is not involved in the  development process until acceptance  testing and is totally unaware of  whether the implemented system meets  her requirements. There is no direct  traceability between the requirements and  implemented system features.  Late involvement of testers Testing and automation also need to  start much earlier in the life cycle (Shift- Left) with agility achieved through the  amalgamation of technical and domain  skills of the team, as well as the end user.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 8  \n\n---\n\n Using open-source stack To reduce the cost of commercial tool  license and infrastructure, utilize open-  source tools and platforms.<|endoftext|>De-skilling  Using easy modeling of requirements and  system behaviors, accelerated framework,  and automated script generators, reduces  the learning curve and the dependency  on expert technical skills.<|endoftext|>Using behavior-driven  techniques Behavioral-driven development and  testing (BDD and BDT) is a way to reduce  the gap between the end user and the  actual software being built. It is also  called `specification by example.\u2019 It uses  natural language to describe the `desired  behavior\u2019 of the system in a common  notation that can be understood by  domain experts, developers, testers,  and the client alike, improving  communication. It is a refinement of  practices such as test-driven development  (TDD) and acceptance test-driven  development (ATDD).<|endoftext|>The idea behind this approach is to  describe the behaviors of the system being  built and tested. The main advantage  is that the tests verifying the behaviors  reflect the actual business requirements  / user stories and generate the live  documentation of the requirements,  that is, successful stories and features  as test results. Therefore, the test results  generated can be read and understood by  a non-technical person, such as a project  sponsor, a domain expert, or a business  analyst, and the tests can be validated.  Utilizing testers and users   effectively  Our accelerated automation approach  provides a simple modeling interface  for a scriptless experience and thereby  utilizes non-technical staff effectively.  It introduces the `outside-in\u2019 software  development methodology along with  BDT, which has changed the tester\u2019s  role dramatically in recent years, and  bridges the communication gap between  business and technology. It focuses on  implementing and verifying only those  behaviors that contribute most directly to  the business outcomes.<|endoftext|>Solution approach Our solution approach is threefold, to  resolve challenges in a holistic way.  It applies a behavior-driven testing  approach with a tool-agnostic automation  framework, while following an integrated  test life cycle vision. It ensures that  business users and analysts are involved.<|endoftext|>It provides the flexibility of using any tool  chosen and helps save cost and effort. It  also provides a simple migration path to  switch between tools and platforms, if  such a case arises. With an integrated test  life cycle approach, it ensures seamless  communication between multiple  stakeholders and leverages industry- standard tools.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 8  \n\n---\n\n Finally, it introduces automation in early stages to realize the benefit of Shift-Left.<|endoftext|>Behavior-driven test (BDT) To facilitate real-time traceability of user  stories / requirements and to aid live  documentation, we have implemented  a BDT approach across multiple Infosys  projects as described below.<|endoftext|>This approach acted as a single point of  continuous interaction between the tester  and the business users.  The user story is divided into various  scenarios by the testers into a feature file.<|endoftext|>l  These scenarios are written using    Gherkin language. These scenarios   include the business situation, the   pre-ions, the data to be used, and the   acceptance criteria.<|endoftext|>l  The end user signs off the features /   scenarios. This provides the user control   to execute and validate the scenarios   based on the data as per the user   need  and bring up feature   reports / dashboard.  l  The underlying technical  implementation is abstracted from   the business user.<|endoftext|>l  Tester creates the underlying test    scripts for the scenarios which could   be a business layer test script, service   test script, or a UI automated test script.<|endoftext|>l  The tool then converts the scenarios   to `step definitions,\u2019 which act as the   binder between the test scripts and the  scenarios. This ensures that a single   point / interface is used to execute any   type of tests.<|endoftext|>Tester User story End user Zero distance with user  User aware of feature  success / failures early Shift-Left  Early  test automation from day one UI Testing framework (BDT) Reports in user's language Feature fles Step defnition 11% Back to Jenkins Tag Overview Cucumber Reports Feature Overview for Build: 15 The following graph shows passing and falling statistics for features in this build: Failed Skipped Pending Passed Steps Scenarios 89% 92% Passed Failed Feature Statistics Cucumber-JVM Jenkins report plugin - 06-07-2012 22:31:55 Account holder withdraws cash project 2 8 40 40 0 0 0 113 ms passed 1 9 5 1 3 0 4 ms failed 8 40 40 0 0 0 112 ms passed 1 9 5 1 3 0 4 ms failed Account holder withdraws More cash project 2 Account holder withdraws more cash  Account holder withdraws cash  Feature Scenarios Steps Passed Failed Skipped Pending Duration Status 4 18 98 90 2 6 0 233ms Totals External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 / 8  \n\n---\n\n Tool- / platform-agnostic solution (BDD release) Tool-agnostic approach To remove dependencies on technical  skills, tools, and platforms, our solution  proposes modeling of system behaviors  using generic English-like language via  an intuitive user interface. This model  would be agnostic to any specific tool or UI  platform and reusable.<|endoftext|>This model will be translated into a widely  acknowledged format, XML, and will act  as an input to generate automation scripts  for specific tools and platforms. Finally,  it would integrate with a continuous  integration platform to achieve an end-to- end automation of build-test-deploy cycle.<|endoftext|>BDD modeling UI Scriptless, tool- / platform-agnostic implementation Business  analyst / end user User story Features Fields and  step defnitions QTP Selenium SAHI Protractor Tester Execution AUT Continuous integration Build Test Deploy Script generator External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 / 8  \n\n---\n\n Integrated test life cycle The role of the traditional tester and end  users is changing in the era of DevOps  and Shift-Left. The integrated-solution  approach enables a larger stakeholder  Benefits  Reduced time-to-market l Shift-Left, early automation, and early   life cycle validation l Single-click generation and execution   of automated scripts Reduced cost l 40\u201360 percent reduction in effort    for automated test case generation over   manual testing l Detailed error reporting reduces   defect reporting effort considerably base to contribute towards the quality of  the system under development. It also  ensures the satisfaction of stakeholders  via early validation and early feedback of  system progress while using the industry- standard toolsets seamlessly.<|endoftext|>l Easy maintenance of requirements,   stories, features, and the automated   test suite l No additional cost involved in     building integration components for   test management tools (HP-ALM) l The agnostic approach works for a    broad range of applications irrespective   of tools, technology, and platform Improved quality l Enhanced business user participation   and satisfaction due to the live     documentation of features and user  stories, available at fingertips l Developer, tester, and client     collaboration possible due to a   common language l High defect detection rates (95\u201399  percent) due to high test coverage Requirement analysis Test design Test execution Test reporting Tester Enhances  automation libraries Generates requirements and features HP ALM/QC IBM RQM JIRA Jenkins Others Executes automation scripts Generates test reports Designs business processes Generates automation scripts Tester BA BA Automation expert QA manager / end user  BDD & UML modeling tool BDD & UML modeling tool Features and metrics reports Tool-agnostic, platform-agnostic automation accelerator  Integration With  Popular  Tools Test Life Cycle Management View External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 / 8  \n\n---\n\n References    https://puppetlabs.com/sites/default/files/2014-state-of-devops-report.pdf    http://www.ibm.com/developerworks/library/a-automating-ria/       http://guide.agilealliance.org/guide/bdd.html          http://www.infosysblogs.com/testing-services/2015/08/extreme_automation_    the_need_fo.html Conclusion Our solution approach is the first step  towards reducing the complexity of test  automation and making it more useful  for the end user by providing early and  continuous feedback to the incremental  system development. Moreover, it  advances automation at every level to  achieve rapid development and faster  time-to-market objectives.<|endoftext|>With the advent of multiple technologies  and high-end devices knocking at the  door, using a tool- and platform-agnostic  approach will increase overall productivity  while reducing the cost of ownership.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 / 8  \n\n---\n\n \u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
@@ -18,13 +19,16 @@
 {"text": "# Infosys Whitepaper \nTitle: Big data testing for a leading global brewer \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 8  \n\n---\n\n WHITE PAPER MOVING FRAGMENTED TEST  DATA MANAGEMENT TOWARDS A  CENTRALIZED APPROACH  Abstract Test Data Management (TDM) ensures managing test data requests  in an automated way to ensure a high degree of test coverage  by providing the right data, in the right quantity, and at the right  time, in non-production environments. Automated TDM service  facilitates test data management across test environments through  a structured approach of data subsetting, cleansing, gold copy  creation, data refresh, and sensitive data masking.  Typically, a centralized TDM system with well-defined processes  is more effectual than the traditional manual or decentralized  approach, but in some cases, a decentralized approach is adopted.  This paper takes a deeper dive into the considerations for the  centralization of TDM processes within enterprise ITs.<|endoftext|>\n\n---\n\n  Page: 2 / 8  \n\n---\n\n Introduction In most organizations where TDM is at  its infancy, test data-related activities  are done by the individual project teams  themselves. There will not be a dedicated  team identified or process defined to  handle test data requests. Such projects  with a primitive TDM approach possess  several drawbacks: \u2022  Lack of a defined ownership for the test  environment and test data setup:  results  in unintentionally losing the test data  setup or data overstepping \u2022  Unavailability of data setup for testing  end-to-end scenarios: Lack of data setup  between inter-dependent and third- party applications \u2022  Lack of referential integrity defined  in the databases: Absence of primary,  foreign, relationships defined in the  database makes it difficult to identify  related tables and generate the correct  test data set \u2022  Insufficient data available for  performance load testing: Manually  generating bulk data is a tedious task  and less feasible \u2022  Increased number of defects due to  incorrect test data: Leads to re-work  and losing time unnecessarily analyzing  issues caused due to incorrect test data  used for testing \u2022  Outdated test data in QA database:  Periodic refresh of test data does not  happen from production \u2022  Inability to provision data since data  is unavailable: Lack the mechanism  required for generating synthetic data \u2022  Risk of exposing sensitive data to testing  teams: Sensitive fields need to be  masked before provisioning for testing \u2022  Multiple copies of data: Storage costs  can be reduced by maintaining required  gold copies and refreshing and reusing  gold copies after major releases Having a well-defined practice for handling  all the test, data-related, requirements  across all non-production environments  in an organization is the essence of TDM.  Aimed to address all the above stated  issues, it will bring in more control and  make TDM more effective.<|endoftext|>Based on the TDM requirement type,  organizations can opt for either a de- centralized or a centralized approach.  This paper gives a detailed view of both  approaches and highlights how the  centralized approach is more efficient and  beneficial.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 8  \n\n---\n\n Centralized TDM deals with consolidating  the test data provisioning for all non- production environments across the  organization. It provides a systematic  approach to analyze and provision test data.<|endoftext|>Pros \u2022  Well-established TDM team with  a workflow-based mechanism for  managing test data requests \u2022  Reduced latency in provisioning test  data with quick turnaround time \u2022  Automated end-to-end approach with  tools and processes \u2022  Reduced infrastructure cost by storing  only the required data for provisioning   in gold copy database  \u2022  Reduced risk of incorrect test data,  resulting in lesser defects  \u2022  Resolution of data overstepping issues  by the TDM team \u2022  Periodic refresh of the gold copy makes  the latest data available for testing by  the QA team \u2022  Reusable masking configurations and  test data generation scripts provides  quick turnaround time \u2022  Easy handling of complex end-to-end  test scenarios that require data setup  across heterogeneous data sources  having federated relationships through   a centralized test data managment  \u2022  Creation of bulk data which is  relationally intact for non-functional  testing requirements is achieved using  automated solutions \u2022  Varied techniques available for creating  synthetic data in scenarios where source  data is not available for provisioning Cons \u2022  Considerable time and effort is required  to consolidate the TDM across various  portfolios \u2022  High knowledge acquisition effort  required to understand the different  application data models \u2022  Sporadic bottlenecks and dependency  on the TDM team in case of high  workload from all LOBs Centralized TDM External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 8  \n\n---\n\n Decentralized TDM It is not necessary that all applications in  different portfolios in the organization\u2019s  landscape have to be covered under the  consolidated TDM umbrella. There are  instances where some applications can  follow the de-centralized TDM approach.  This is mostly determined by the level  of integration between the applications,  technologies supported, data sensitivity,  environment constraints, etc. For example,  data in HR, infrastructure applications, etc.,  may be independent and not related to  marketing, sales, inventory, or corporate  data. These systems, hence, can adopt a de- centralized TDM approach and need to be  handled outside the centralized umbrella.<|endoftext|>Pros \u2022   Minimal effort required to set up TDM  for individual applications \u2022   Good understanding of the respective  application data models, which makes  the team capable to address the test  data requests quickly Cons \u2022   Multiple copies of data without owner- ship because individual teams store  separate copies of production data.  \u2022   Unmasked sensitive data in non- production environments can lead to a  security breach \u2022   Less uniformity in standards and pro- cesses \u2022   Increase in data overstepping issues \u2022   Minimal automation may be present  with lack of coordinated processes  \u2022   Limitations in setting up data across  multiple data sources due to decentral- ized systems. Data set up in one ap- plication may not be in sync with other  inter-dependent applications Sales Corporate HR Infrastructure Inventory Marketing Independent TDM Consolidated TDM Centralized TDM implementa- tion approaches Primarily, there are two approaches for  implementing centralized test data man- agement within an organization: \u2022   Big Bang approach: In this approach,  all major applications under the TDM  scope in the organization are identi- fied, test data requirements across  applications are analyzed, and gold  copies for these applications are cre- ated at one go. A TDM team is set up  to address test data needs for all the  applications.     This approach will take considerable  time for the initial setup and knowl- edge of the application stack across  the organization\u2019s portfolio is a must.  Another key challenge with this ap- proach is keeping up with the database  (DB) changes happening in production  during the initial setup \u2022   Incremental approach: In this ap- proach, based on the business  requirements, TDM is established  for an application or a prioritized set  of applications. Separate test data  management implementations will be  carried out which can be progressively  integrated. The TDM team will address  the test data needs as soon as the gold  copies for the applications are set up.<|endoftext|>   In this approach, TDM is more manage- able, and can reap early benefits. TDM  set up for smaller set of applications  takes lesser time compared to the Big  Bang approach.<|endoftext|>A phased approach for TDM  implementation Centralized and automated test data man- agement implementations can follow a  phased approach. Each stage has a defined  set of activities to achieve the goals and  these stages are: \u2022   Analysis  \u2022   Design  \u2022   Implementation  \u2022   Steady State From the initial assessment phase, it moves  to a stabilized stage, expanding TDM  services to other domains and portfolios in  the organization, and working for continu- ous improvements on the way.<|endoftext|>The timelines proposed in the diagram are  highly indicative. Time duration for each  phase will depend on factors like: \u2022   TDM requirement complexity \u2022   Number of portfolios or applications  involved \u2022   Knowledge or understanding about  the application landscape or database  models Figure 1: TDM Landscape External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 / 8  \n\n---\n\n Figure 2: Phased TDM Approach When to go for centralized  TDM? \u2022   Applications or technologies used are  mostly compatible with tools in the  market \u2022   Scope of TDM for applications across  various portfolios continue throughout  the life cycle of the application \u2022   Incoming TDM requests for application  or application clusters are fairly high \u2022   Technologies are widely supported and  not disparate \u2022   High number of inter-dependent  systems which require data set up  across systems for end-to-end testing When to go for decentralized  TDM? \u2022   The nature of portfolios or departments  within the organization are highly de- centralized \u2022   A specific TDM process is required for a  prioritized set of applications within a  short span of time \u2022   Scope of TDM is limited within the  project and does not continue after the  project is complete \u2022   Disparate or obsolete technologies  used in the project are not supported  by common TDM tools \u2022   Limited number of dependent /  external applications \u2022   Need for test data provisioning is  very low and the requests flow is  manageable Common TDM challenges  and resolutions 1.  Inconsistent data relationship    Well-defined data relationship between  database objects is a key factor for  data subsetting, masking, and data  provisioning. It is often observed  that in case of legacy applications,  relationships are not present in the  database layer. The business rules and  logical constraints may be applied at  the application level, but will be poorly  defined at the database level. Logical  database model architectures may not  be available in most cases.<|endoftext|>Impact \u2022   Data subsetting, data masking, and  data provisioning get affected \u2022   Data integrity will not be maintained  Resolution  \u2022   Understand the application and  database structure, relevance of tables,  and how they are related with help of  SME / DBA \u2022   Analyze and understand the database  structure using data model artifacts  \u2022   Validate the logically-related entities  and confirm with business analyst 2. Unclear test data requirements    Teams requesting data sometimes lack  information aboutwhich data sources  would have the related data that  needs to be set up. In some scenarios,  test data requirements can be very  complex, like for testing an end-to- end scenario with data spread across  multiple databases or with data spread  across tables.<|endoftext|>Impact \u2022   Inaccurate test data Resolution \u2022   Understand the requirement from QA  perspective \u2022   Understand the database entities  involved and the relationships 3. Lack of application knowledge    System or application knowledge,  especially the data sources under the  TDM scope, is a prerequisite for the  TDM team. If teams possess a limited  knowledge about the application,  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 / 8  \n\n---\n\n it will result in writing incorrect test cases,  raising ambiguous test data requirements,  and finally, provisioning inaccurate data.<|endoftext|>Impact \u2022   Inaccurate test data  \u2022   Increased defects due to incorrect test  data Resolution \u2022   Understand the application with the  help of SMEs \u2022   Understand the database entities  involved and the relationships 4. Corrupted gold copy    Most projects will have a gold copy  database available from where data  will be provisioned to the lower  environments. If the gold copy is not  refreshed periodically, or the data in the  gold copy has been tampered with, it  can cause issues while provisioning data.<|endoftext|>Impact \u2022   Inaccurate test data Resolution \u2022   Periodically refresh gold copy database \u2022   Restrict access to gold copy database 5. Data overstepping    If the same set of test data is used by  multiple teams for testing, it can lead to  conflicts and the test results will not be  as expected.<|endoftext|>Impact \u2022   Affects test execution \u2022   Incorrect test results \u2022   Rework in test data provisioning and  test execution Resolution \u2022   Data has to be reserved  \u2022   Centralized TDM team can handle the  test data requirements 6.  Identifying correct sensitive fields  and masking techniques    While masking any application  database, it is important that the  correct sensitive fields are identified  for masking. Also, what is important is  that relevant masking techniques are  applied to these fields. For example,  email id should be masked in such a  way that the email id format is retained.  Otherwise, while using the masked  email id, it might break the application.  Another point to consider is while  masking the primary key columns, the  masking has to be consistently applied  for the child tables also where the  primary key columns are referenced.<|endoftext|>Impact \u2022   Data inconsistency across tables \u2022   Unnecessary masked data Resolution \u2022   Identify sensitive fields belonging to  the category PII, PHI, PCI, financial  data, etc.<|endoftext|>\u2022   Apply relevant masking techniques that  will preserve the format of the data Best practices Some of the best practices that can be  adopted while implementing test data  management processes in projects are  listed below: \u2022   Automate TDM processes with reusable  templates and checklists \u2022   Improve test data coverage and  test data reuse by provisioning and  preserving the right data \u2022   Analyze TDM metrics and take  corrective actions \u2022   Data refresh to gold copy can be  automated using scripts  \u2022   Batch mode of data masking can be  implemented to improve performance  without exposing sensitive data to  testing teams \u2022   Test data can be used for configuring  the masking rules, which can be  replaced with production data for  actual execution. Thus, production data  is not exposed to the execution team \u2022   Reusable configuration scripts for  masking similar data (for example \u2013  similar data for a different region) \u2022   Developing automation scripts to  automate any manual TDM-related  activities \u2022   Developing data relationship  architecture diagrams for the most  commonly used tables for provisioning  which can be used as a reference External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 / 8  \n\n---\n\n Summary Reduced cost and improved management  with faster time-to-market are the key  points for any successful program. Central- ized and automated test data management  provides an organized approach in man- aging test data requirements across the  organization in a better and more efficient  way. Only the required masked, subset- ted, and reusable data sets, are stored as  gold copies centrally, which are used for  provisioning by the testing teams. Most of  the TDM tools available in the market offer  web-based solutions, which act as a single  interface for both the testing and provi- sioning teams. Testing teams can place the  test data request and provisioning teams  can address the request from a single por- tal. All test data requests are tracked using  a single solution. A centralized, automated  TDM system with streamlined processes  introduce increased accuracy and predict- ability to the entire testing process. Imple- menting centralized test data management  is certainly beneficial over the de-central- ized approach.<|endoftext|>Glossary Acronym Definition TDM Test Data Management PII Personally Identifiable Infor- mation PHI Personal Health Information PCI Payment Card Information SME Subject Matter Expert PoC Proof of Concept Case study \u2013 centralized TDM  for a leading pharmacy client Overview The client has a complex IT landscape with  data spread across multiple portfolios  including marketing, sales, corporate,  pharmacy, and supply chain. Some of the  applications across the portfolios have a  federated relationship with related data.  The TDM service engagement requirement  was to establish a well-defined TDM  process and governance, which will  address all the test data-related requests  for the projects under different portfolios,  gradually expand the TDM services to  newer portfolios, and finally consolidate  under the same umbrella.<|endoftext|>Problem statement \u2022   Identify the test data and data masking  requirements in different portfolios and  application databases \u2022   Perform gap analysis for the existing  TDM processes \u2022   Establish a defined test data  management process and governance \u2022   Implement an automated TDM process  using the right tools \u2022   Test data provisioning for functional,  automation, and performance testing  teams \u2022   Metrics-based approach for the  evaluation of test data management  implementation Challenges \u2022   Complex IT landscape with  heterogeneous data source types \u2022   Lack of defined test data management  processes / strategy \u2022   Manual TDM activities for data  subsetting and masking \u2022   Lack of integrated data across systems \u2022   Sensitive data being moved to a  non-production environment without  masking \u2022   Huge cycle time for generating test data,  impacting test execution schedules Solution approach \u2022   Established a centralized TDM team to  provision test data for functional and  non-functional testing  \u2022   Deployed a web-based, self-service tool  for the testing teams to place the data  request and provisioning \u2022   Masked data is provisioned to testing  teams ensuring compliance to PIPEDA  (Personal Information Protection and  Electronic Documents Act) \u2022   Established  automated TDM processes  and capabilities across portfolios  \u2022   End-to-end testing made easy  by synching up test data across  interdependent applications Benefits / value-adds \u2022   20% reduction in test data provisioning  cycle time \u2022   Production data not exposed to testing  teams \u2022   Repository of reusable masking and  test data generation scripts  \u2022   Automated TDM services reduced test  data related defects to zero resulting in  quality deliverables Suply Chain Pharmacy Corporate Sales Marketing Legend Interdependent Data TDM Service Rollout Map 2 4 6 8 10 12 14 16 18 20 Portfolio Period (Months) External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 / 8  \n\n---\n\n Seema Varghese is a Technical Test Lead with Infosys, having 11 years of IT experience, including leading teams and developing  testing expertise in different domains (retail, pharmacy, and telecom). She has worked in data migration and data warehouse  testing projects. She also has experience handling TDM and data masking projects.<|endoftext|>\u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: A framework to increase ROI through quality data \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 8  \n\n---\n\n WHITE PAPER A FRAMEWORK TO INCREASE ROI   THROUGH QUALITY DATA Kuriakose K. K., Senior Project Manager \n\n---\n\n  Page: 2 / 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 8  \n\n---\n\n The perception of data across  organizations is changing. Data is no  longer just one of the components of  business. It has turned out to be \u2018the  business.\u2019 Today, information is viewed as a lifeline  by senior management and by many  other departments for decision making,  customer interactions, and optimum  operations. An organization\u2019s success  heavily depends on how it is able to  understand and leverage its data.  Unfortunately, there continues to be a  high amount of inaccurate data within  enterprises today, despite developing  multiple solutions/ systems to counter  the same. Nowadays, a major portion  of data for decision making is collected  from external sources through a variety of  channels. This often results in poor data  quality, which has a negative effect on an  organization\u2019s ability to take decisions,  run business, budget, market, and gain  customer satisfaction. Organizations  which fail to control the quality of data, is  unable to sustain in today\u2019s data-centric  world. Any data-driven effort needs to  have strong focus on data quality, which  implies that organizations looking for  success are mandated to prioritize data  accuracy and accessibility. It is essential for  them to interact with consumers, vendors,  suppliers, and third parties in countless  ways, by exploring diverse new methods  of communication. Information is the  key for areas like inventory management,  shipment, and marketing. The objective of  this paper is to analyze principle challenges  with data across few key business functions  and discuss a framework which can bring  down the erroneous data that is getting  pumped in and out of an enterprise  system.<|endoftext|>Marketing: If we have accurate information on who  our customers are and what their needs  are, we have hit gold in Marketing terms.  This is more easily said than done as today  we neither have an accurate nor enough  information about customers. We can  surely gather information about customers  from various sources like- website, physical  store, mobile application, call center, face  to face, catalogues etc. But, one can never  be sure if they are same or different set of  people consuming your services. There\u2019s no  surety of the information being accurate as  most of these channels accept data directly  with limited to no validations.  Now let\u2019s assume that we have done all  possible validations and found out the  target group of customers but there\u2019s still  no defined method of reaching them--  should it be through emails, telephonic  conversations, social media, physical  address etc. Let\u2019s drill this down into one  of the mediums as--physical address. The  catch- the customer has many addresses  like for credit card, savings bank account,  driving license, and for office purposes.<|endoftext|>Shipping The current status of shipments is  constantly added to enterprise systems  through shipping vendors like DHL  Express, DHL Parcel, United States Postal  Service (USPS), United Parcel Service (UPS),  FedEx, Canada Post, LaserShip, OnTrac,  and Hermes. Most of these vendors do  not even share shipment history, hence  organizations are forced to store and link  this continuous flow of information. Many  times incorrect data gets fed into system  through these external sources. We see  data like order shipment data being before  order book data etc. This results in: \u2022   Order lost in transit \u2022   Incorrect shipping address \u2022   Order sent to wrong address \u2022   Shipping wrong items \u2022   Late shipments External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 8  \n\n---\n\n Inventory Inventory management can help a  manufacturer / supplier in improving  accuracy, cost savings, and speed. This in  turn will help organizations have better  control on operations and reduce cost of  goods. Today, most of the manufacturers  are facing challenges in inventory  management systems. Few challenges  listed below:  \u2022   Limited standardization in  management systems, business users,  inventory integration, and movement  checkpoints  \u2022   Limited inventory reconciliation on  regular intervals \u2022   Data discrepancies between demand  planning and inventory planning  systems \u2022   Improper logging of inventory  information \u2022   Inaccurate data fed into forecasting  systems Banking Financial organizations are required to  meet regulatory compliance requirements  according to the law of the land to avoid  instances such as housing crisis. At the  same time, data quality issues lead to  transparency and accountability problems.  Hence, quality of data for banking needs  to be measured along the dimensions  of completeness, accuracy, consistency,  duplication, and integrity. There is also a  need to ensure information that is being  shared complies with information privacy  and protection laws and regulations.<|endoftext|>Pharma Pharmaceutical industry gets warnings  on regular intervals for falsifying, altering,  or failing to protect essential quality data  on their drug manufacturing process and  its validation, resulting in huge business  risks. According to US Food and Drug  Administration (USFDA) regulations,  pharma companies are mandated to  maintain manufacturing and drug testing  data. Many times, issues occur due to  human data entry errors and machine  errors like data recording failures.  These regulations have even resulted in  shutdown of plants causing huge losses.<|endoftext|>Today\u2019s state  Many organizations are constantly  investing in data quality to improve their  efficiency and customer interactions  through data insights. Majority of the  companies are suffering from common  data errors like incomplete or missing  data, outdated information, and inaccurate  data. This level of inaccurate data  jeopardizes business that relies on business  intelligence for taking key decisions. An  organization\u2019s current level of maturity can  be assessed from data quality maturity  model given below: Insurance When it comes to insurance industry, data  not only helps run operations, but also  helps them ensure that claims have the  required and correct information. Gener- ally, the following issues are found in the  claims data:  \u2022   Invalid diagnosis codes \u2022   Incorrect pin codes of hospitals \u2022   Incomplete forms with missing crucial  data like gender, patients\u2019 stay in  hospital, etc.<|endoftext|>\u2022   Inaccurate age data  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 / 8  \n\n---\n\n Automated data quality  framework: This calls for a need of a strong quality  framework, which can validate standard  business rules against the processed  data coming from external sources into  enterprise systems. This framework should  be able to report incorrect data and related  information.  A framework which has easily configurable  rules and threshold values can be set by  business using simple text through a user  interface directly into framework. The  framework can connect to almost all kinds  of data sources \u2014 mainframes, file systems,  relational database management system  (RDBMS) systems, analytical databases  such as columnar, massively parallel  processing (MPP), in-memory data base,  NoSQL databases, Hadoop, web services,  packaged enterprise applications, OLAP  applications, software as a service, and  cloud-based applications.<|endoftext|>The details of common business rules  are also collected by our subject matter  experts (SMEs) in retail, consumer  packaged goods (CPG), logistics,  manufacturing, banking, healthcare,  insurance, life sciences, capital markets,  financial services, cards and payments,  energy, utilities, communications, and  services. This helped in the creation of  a backbone for our standard quality  framework where one can add / remove  rules according to the specific business  need.<|endoftext|>The user can pick a set of business rules  and schedule it according to their need.  An automated report gets generated  which is emailed to the concerned  parties. It is recommended to go with  open source solution to bring down the  cost of development and maintenance  of the tool. We have used a combination  of tools--Talend and Python scripts for  the development. This framework can be  based out of other open source solutions  like KETL, Pentaho Data Integrator - Kettle,  Talend Open Source Data Integrator,  Scriptella, Jaspersoft ETL, GeoKettle,  CloverETL, HPCC Systems, Jedox,  Python, Apatar. The framework can also  be enhanced further to carry out data  profiling and data cleansing on an \u201cas- needed\u201d basis.<|endoftext|>Infosys Automated data quality framework  consists of a configurable data quality (DQ)  framework with built-in, reusable rules  across domains with the following: \u2022   Standard business rules which can  validate the processed data and  information from third parties \u2022   Framework reports incorrect data  and related information crossing the  thresholds  \u2022  Capability to easily configure rules  and threshold values independently  \u2022   Daily automated report generation,  post job completion, enables  independent operations for business  Data quality maturity model Think & Act Local Think Global &  Act Local Think Global &  Act collectively Think & Act  Global Matured Data  Governance model \u2022   Limited awareness  of data quality \u2022   Certain defined  rules for data quality  and integration  for a specific  module based on  production issues  encountered \u2022   Duplication of data  across systems  with no established  system for data  quality validation \u2022   Data inconsistency  across systems \u2022   Organizations /  programs accepting  the impact of  inconsistent,  inaccurate, or  unreliable data \u2022   Steps initiated to  identify corrupt  data \u2022   Gains are defined  more at project  level \u2022   Data inconsistency  across systems \u2022   Organizations  / programs  accepting  the impact of  inconsistent,  inaccurate, or  unreliable data \u2022   Steps initiated to  identify corrupt  data \u2022   Gains are defined  more at project  level \u2022   Establishment  of a well defined  and unified data  governance model \u2022   Regular checks  and reporting  of established  business rules and  data quality on a  defined frequency \u2022   Organization  shift toward  management of  data as business  critical asset \u2022   System information  and data is trusted  \u2022   Key metrics for  data quality is  tracked against the  defined variance  percentage \u2022   Action items are  tracked to closure  for any variances  beyond the agreed  limit \u2022   ROI for data quality  projects is tracked External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 / 8  \n\n---\n\n Realizing the return on  investment (ROI) for data  quality Today, businesses need relevant data  to make informed decisions. Decisions  and communications based out of bad  data carries substantial risks to business  performance. For any data-driven  organization, it is important to ensure  that utmost standards of data quality are  met and the organization has scheduled  processes to validate quality along with the  data that is being pumped in and out of  the organization. We also need to ensure  that a structured methodology is being  followed in data quality metric definition  and its validation on regular intervals.  Few possible outcomes of successful  implementation of a strong data quality  framework are: Marketing: Accurate data helps drive more effective  campaigns for the intended target  audience Shipping: Cost savings and operational efficiencies  achieved with basic address validation  and order-related data quality checks Inventory: Faster turnover of stock Insurance: Complete information about client\u2019s  risk exposure enabling more accurate             decisions on policy costs Banking: Ability to detect fraud patterns and         improved customer service Pharma: Gain more compliance as per FDA         regulations External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 / 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 / 8  \n\n---\n\n \u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: The future of enterprise test automation \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 8  \n\n---\n\n WHITE PAPER RPA: THE FUTURE OF ENTERPRISE  TEST AUTOMATION \n\n---\n\n  Page: 2 / 8  \n\n---\n\n RPA: The future of enterprise test automation If one word defines the 21st century,  it  would be speed. Never before has progress  happened at such a breakneck pace.  We have moved from discrete jumps of  innovation to continuous improvement and  versioning. The cycle time to production  is at an all-time low. In this era of constant  innovation where the supreme need is to  stay ahead of the competition and drive  exceptional user experiences, product  quality deployed in production is paramount  to ensure that speed does not derail  the product as a whole. A robust testing  mechanism ensures quality while allowing  faster release and shorter time to market \u2013  so essential for that competitive edge.   Today, USD 550bn is spent on testing and  validation annually. It is also the second  largest IT community in the world. That is a  significant investment and effort being put  into this space already, but is it delivering  results? In the past five or so years, there has  been a push from CXOs, based on  recommendations from industry experts  and analysts, to go for extreme automation.  Companies have been adopting multiple  tools, opensource technologies, and  building enterprise automation frameworks.  This attempt to achieve end-to-end  automation has created a mammoth  network of tool sets in the organization that  may or may not work well with each other.  This is how test automation was done  conventionally; it still  requires elaborate  effort to build test scripts, significant  recurring investment for subscription  and licensing, and training and knowhow  for multiple tools. By some estimates,  traditional testing can take up to 40% of  total development time \u2013 that is untenable  in the agile and DevOps modes companies  operate in today.  What if this ongoing effort can be  eliminated? What if the need for multiple  tools can be done away with? Enter Robotic  Process Automation (RPA) in testing. While  originally not built for testing, RPA tools  show great potential to make testing more  productive, more efficient, and help get  more features to the market faster \u2013 giving  them an edge over conventional tools (see  Fig 1).   The state of testing and validation in the enterprise  Product features Traditional automation tools RPA Tools Coding Knowledge \u2022  Coding knowledge is essential to  develop automated scripts \u2022  Programming knowledge and effort is  needed to build the framework, generic  reusable utilities and libraries \u2022   These tools offer codeless automation. Developing automated  scripts requires some effort for configuration and workflow  design. However, coding is minimal compared to traditional  tools \u2022   Generic reusable utilities are available as plug-and-play  components Maintenance Extensive maintenance effort required Minimal  test maintenance effort required Cognitive automation No support for cognitive automation RPA tools are popular for supporting cognitive automation by  leveraging AI Plugin support Limited plugins are available for different  technologies Plugins are available for all leading technologies Orchestration and load  distribution Load distribution during execution requires  additional effort to develop the utilities   and set up the infrastructure This feature is available in most RPA tools. For example, feature  of a popular RPA tool helps in load distribution during execution  without any additional effort aside from configuration Automation development  Productivity Test development productivity is low since  custom coding is required most of the time Test development productivity is high as most generic activities  are available as plug-and-play OCR for text recognition This feature is not available This feature is available in all RPA tools Advanced image  recognition This feature is not available. Either  additional scripting or a third-party tool is  needed to support this This feature is available in all RPA tools In-built screen and data  scarping wizards This feature is not available and requires  integration with other tools This feature is available in all RPA tools Fig. 1: Traditional automation tools vs. RPA External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 3 / 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited RPA \u2013 the next natural  evolution of testing  automation  In the last decade, automation has  evolved and matured with time along  with changing technologies. As discussed,  automation in testing is not new but  its effectiveness has been a challenge \u2013  especially the associated expense and lack  of skill sets. RPA can cut through the maze  of tool sets within an enterprise, replacing  them with a single tool that can talk to  heterogenous technology environments.   From writing stubs to record and playback,  to modular and scriptless testing,  and now to bots, we are witnessing a  natural evolution of test automation. In  this 6th Gen testing brought about by  RPA orchestration, an army of bots will  drastically change the time, effort, and  energy required for testing and validation.  We are heading towards test automation  that requires no script, no touch,  works across heterogenous platforms,  creates extreme automation, and allows  integration with opensource and other  tools.<|endoftext|>According to Forrester\u00b9, \u201cRPA brings  production environment strengths to  the table.\u201d This translates into production  level governance, a wide variety of use  cases, and orchestration of complex  processes via layers of automation.  RPA allows companies to democratize  automation very rapidly within the testing  organization.  RPA has an advantage over traditional tools  in that it can be deployed where they fail  to deliver results (see Fig 2). For instance,  when:  \u2022 the testing landscape is heterogenous  with complex data flows \u2022 there is a need for attended and  unattended process validation  \u2022 there is a need to validate digital system  needs An RPA solution can bring in a tremendous  amount of simplicity for building out bots  quickly and deploying them with the  least amount of technical know-how and  skills that even business stakeholders can  understand.<|endoftext|>External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 4 / 8  \n\n---\n\n However, the challenges in testing are not  limited to writing and executing test cases.  The automation needs to also handle the  periphery of testing activities \u2013 validating  that all components of the environment  are up and running and that test data is  available on time. This dependency on  the peripheral activities, and the teams  running them, could cost valuable time.  For instance, for a large banking client, this  dependency put a lot of pressure on the  testing team to finish a sprint in 5 days.  Using RPA, we were able to automate the  batch monitoring and batch rendering  process. We also automated synthetic test  data creation and data mining processes   reducing time to market by 40%.  To really provide value for testing and  validation, RPA needs to provide some very  testing specific capabilities such as:  A Cohesive Automation Platform:  Enabling enterprises to leverage the full  potential of automation with process  discovery, process automation (attended,  unattended, and UI based), combined with  process orchestration capabilities. This  should include a test automation interface  that can bridge the gap between test  management tools and automated test  cases. A workflow-driven test automation  approach can make the solution business- centric.  Native AI Capabilities:  A cognitive  engine can leverage various data sources  to deliver pervasive intelligence across  process design, management, and  execution.<|endoftext|>Security and Scalability: The solution  should allow running multiple bots on a  single virtual machine, have robust access  management with a credential vault built  into the product, and offer out-of-the-box  technology-specific adaptors Fig 2. How RPA tools address traditional testing challenges Challenge Areas Performance of RPA tools Test Data Management Data-driven testing is supported by many traditional tools. RPA can manage data  form files like Excel/JSON/XML/DB and use these for testing Testing in different environments End-to-end business processes navigate through various environments like  mainframe/web/DB/client server applications. RPA tools can easily integrate this  process across multiple systems. Thus, RPA tools simplify business orchestration and  end-to-end testing compared to other testing tools Traceability While RPA tools do not directly provide test script traceability, there are methods to  enable this functionality. For instance, user stories/requirements stored in JIRA can  be integrated with RPA automation scripts using Excel mappings to create a wrapper  that triggers execution Script versioning A batch process can be implemented in the RPA tool to address this CI-CD integration This is available in most of the RPA Tools Reporting and defect logging RFA tools have comprehensive dashboards that showcase defects that can be logged  in Excel or JIRA through a suitable wrapper Error handling This feature is available in all RPA tools External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 5 / 8  \n\n---\n\n AssistEdge for Testing in  Action  One of our clients, a large investment  company based in Singapore realized  the benefits of RPA based testing  when it helped them save 60% of  testing efforts. They were running  legacy modernization as a program  using mainframe systems that are  notoriously difficult to automate  using traditional automation tools.  RPA with its AI and OCR capabilities  and the ability to traverse through  and handle any technology, was easily  able to automate 800+ test cases in  the mainframe.<|endoftext|>In another instance, a large banking  client was using package-based  applications that used multiple  technologies to build different  screens. It becomes difficult to  integrate multiple tools in this  scenario. With RPA, we were able to  automate the end-to-end workflow  for each application using just one  tool. This helped reduce the overall  maintenance effort by over 30%.  Another one of our clients was  facing a quality assurance (QA)  challenge where bots were being  deployed without testing. We  developed specific QA bots with  added exceptional handlers to check  whether the bot is actually handling  exceptions and if it fails then how it  comes back to the original state. By  validating the bots, we improved the  overall efficiency by 30%.<|endoftext|>External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 6 / 8  \n\n---\n\n Take advantage of the Edge  The COVID-19 pandemic has accelerated  the organizations\u2019 need to be hyper- productive. Companies are realizing  that they have to transform to build the  capabilities that will prepare them for the  future. Companies are thinking of ways to  drive efficiency and effectiveness to a level  not seen before. There is a strong push for  automation to play a central role in making  that happen. This is also reflected in the  testing domain, where any opportunity for  improvement will be welcome.<|endoftext|>Realizing the need to drive testing  efficiencies and reduce manual effort,  organizations want to adopt RPA in testing.  We are at a tipping point where the  benefits of RPA adoption are clear, what is  needed is that first step towards replacing  existing frameworks.   Recognizing the potential of RPA in  testing, EdgeVerve and Infosys Validation  Solutions (IVS) have been helping clients  simplify and scale up test automation  with AssistEdge for testing. AssistEdge  brings the experience of handling tens  of thousands of processes with different  technologies and environment systems  to test automation, helping navigate  heterogenous environments with  ease. By building an army of bots for  functional, regression, and user acceptance  testing, it can help achieve 100% test  automation with incredible accuracy.  In addition to being faster to build and  deploy, AssistEdge reduces the overall  time to value and also the investment  needed for deploying and managing RPA  infrastructure. Infosys Validation Solutions\u2019  (IVS) engineering-led QA capabilities  enable enterprises to effortlessly scale  up testing in real-time, delivering  unprecedented accuracy, flexibility, and  speed to market. With its vast experience,  IVS enables clients across industry verticals  to successfully implement an automated  testing strategy, allowing them to move  away from tedious and error prone manual  testing, thereby improving performance  and software quality while simultaneously  resulting in effort- and cost-savings.<|endoftext|>The journey to RPA-based test automation  has to be implemented. And those that  adopt faster will hold a competitive  advantage in faster realization of benefits.  The question is, are you willing to take the  leap?  Want to know more about the potential  of RPA in testing? Write to us at                    askus@infosys.com External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 7 / 8  \n\n---\n\n About AssistEdge AssistEdge offers a cohesive automation  platform that enables enterprises to scale  in their automation journey. It offers  enterprises with a comprehensive suite of  products enabling them to drive initiatives  around process discovery, intelligent  automation and digital workforce  orchestration. AssistEdge has helped  enterprises unlock value in the form of  reduced service time, faster sales cycles,  better resource allocation, accelerated  revenue recognition and improved  efficiency among others.<|endoftext|>About EdgeVerve EdgeVerve Systems Limited, a wholly  owned subsidiary of Infosys, is a  global leader in AI and Automation,  assisting clients thrive in their digital  transformation journey. Our mission is  to create a world where our technology  augments human intelligence and creates  possibilities for enterprises to thrive. Our  comprehensive product portfolio across  AI (Infosys Nia), Automation (AssistEdge)  and AI enabled Business Applications  (TradeEdge, FinXEdge, ProcureEdge) helps  businesses develop deeper connections  with stakeholders, power continuous  innovation and accelerate growth in  the digital world. Today EdgeVerve\u2019s  products are used by global corporations  across financial services, insurance, retail,  consumer & packaged goods, life sciences,  manufacturing telecom and utilities. Visit  us to know how enterprises across the  world are thriving with the help of our  technology.  https://www.edgeverve.com/ About Infosys Infosys is a global leader in next- generation digital services and  consulting. We enable clients in 46  countries to navigate their digital  transformation. With over three decades  of experience in managing the systems  and workings of global enterprises, we  expertly steer our clients through their  digital journey. We do it by enabling the  enterprise with an AI-powered core that  helps prioritize the execution of change.  We also empower the business with agile  digital at scale to deliver unprecedented  levels of performance and customer  delight. Our always-on learning agenda  drives their continuous improvement  through building and transferring digital  skills, expertise, and ideas from our  innovation ecosystem.<|endoftext|>Visit www.infosys.com to see how Infosys  (NYSE: INFY) can help your enterprise  navigate your next.<|endoftext|>External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 8 / 8  \n\n---\n\n \u00a9 2020 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com  Infosys.com | NYSE: INFY Stay Connected About the \nAuthors Vasudeva Naidu  AVP \u2013 Delivery Head Infosys Validation Solutions Sateesh Seetharamiah  VP \u2013 Global Product Head \u2013 AssistEdge EdgeVerve References:  \u00b9\u201dRPA And Test Automation Are More Friends Than Foes\u201d, Forrester Research, Inc., May 15, 2020 https://www.infosys.com/services/it-services/validation-solution/white-papers/documents/rpa-tool-testing.pdf https://www.infosys.com/services/it-services/validation-solution/documents/automation-testing-assistedge.pdf https://www.ibeta.com/risks-of-not-testing-software-properly/#:~:text=The%20cost%20to%20fix%20bugs,profit%20loss%20during%20 software%20downtime.<|endoftext|>  \n\n\n***\n\n\n  "}
+{"text": "# Infosys POV \nTitle: Energy Transition: Hydrogen for Net Zero \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 11  \n\n---\n\n An Infosys Consulting Perspective By Sundara Sambasivam & Shivank Saxena Consulting@Infosys.com | InfosysConsultingInsights.com Energy Transition Hydrogen for  Net Zero \n\n---\n\n  Page: 2 / 11  \n\n---\n\n Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 2 Energy transition: Hydrogen for Net Zero The pressure to reduce carbon emissions to achieve the target of net zero emissions by 2050  is ever-increasing. There is no silver bullet, no \u2018one-size-fits-all\u2019 solution to address this  challenge. At this point in time, there are many different energy sources with varying levels of  investment that are being explored and tested to enable our transition towards net zero.<|endoftext|>Hydrogen (H2) is one of the most abundant elements found in nature. For decarbonization of  the industry, it is considered a key component; opening new frontiers and complementing  existing solutions. This series of papers aims to share some interesting perspectives on this  sector, the associated challenges, and why it could play a significant role in the decarbonisation  agenda. Current limitations in tech, scaling challenges, and feasibility concerns are just some of  the reasons it has not yet been harnessed fully. However, hydrogen has significant potential to  manage this challenging journey towards net zero.<|endoftext|>\n\n---\n\n  Page: 3 / 11  \n\n---\n\n Types of Hydrogen Both the production source and process used define the hydrogen type. Below is a list of diverse hydrogen types produced today based on production method and source (The hydrogen colour chart, 2022).<|endoftext|>Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 3 \n\n---\n\n  Page: 4 / 11  \n\n---\n\n Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 4 MARKET OUTLOOK - Production & Economies  Production and demand outlook According to the 2021 Report of International Energy Agency on Hydrogen, only 0.49 Mt of  hydrogen was produced via electrolysis. Although this was only 0.5% of overall global  production, the outlook on green and blue hydrogen is promising. It has become an essential  element for any state policy on energy transition for net zero. By 2050, more than 80% of  production is estimated to be of green or blue hydrogen. Demand will primarily be driven by  power, transport, and industry where demand for green hydrogen has the potential to grow  200% by 2050.<|endoftext|>Figure 2: Global hydrogen production and demand outlook (Harnessing Green Hydrogen: Opportunities for Deep Decarbonization in India, 2022) \n\n---\n\n  Page: 5 / 11  \n\n---\n\n Economic outlook The current hydrogen production costs from different methods are listed in Figure 3 (Hydrogen  Strategy: Enabling a low-carbon Economy, 2020). Coal and other fossil fuel-based production  is inexpensive at around 2 USD/kg. Prices increase by 10 to 20% when using carbon capture  and storage (CCS). Electrolysis powered by renewable energy (RE) is the most expensive at  5 to 10 USD/kg and is not currently a competitive price. This needs to decrease to at least 2  USD/kg or lower in the next decade to directly compete with fossil fuels as an energy source.<|endoftext|>There are several elements that would play a critical role in driving the cost of the end-to-end  supply chain of production and distribution. These include higher levels of innovation through research and development (R&D) and the right investment through disruptive digital  technologies like artificial intelligence, the Internet of Things, blockchain smart contracts,  certificates, and digital twin.<|endoftext|>Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 5 Figure 3: Hydrogen production costs by source and method  (Hydrogen Strategy: Enabling a low-carbon economy, 2020) \n\n---\n\n  Page: 6 / 11  \n\n---\n\n Economic outlook Renewables and electrolyser costs drive green hydrogen prices and are both showing declining  trends. Electrolyser costs are expected to fall by 30% in the next ten years (Harnessing Green  Hydrogen, 2022). Industrial manufacturers like Siemens Energy and Linde have already started  setting up some of the world\u2019s biggest electrolyser production facilities in line with the European  Union\u2019s (EU) strategy (REPowerEU plan May 2022) for fuel diversification, which will need a 27  billion EUR direct investment in domestic electrolyser and distribution of hydrogen in the EU,  excluding the investment of solar and wind electricity (REPowerEU Plan, 2022).<|endoftext|>The US, on the other hand, has announced future investments of up to 9 billion USD from 2022  to 2026 through its \u2018Infrastructure Investments and Jobs Act\u2019 (Garc\u00eda-Herrero et al, 2022). The  key difference is that US policy plans to use both blue and green hydrogen in the fuel mix, while  the EU views blue hydrogen as a temporary solution only. Based on policy support and market conditions, the industry will decide on a future roadmap.  Green credits and green hydrogen trading can turn many fossil fuel-dependent countries into  future energy suppliers. Various states and corporates are funding green and brown field  projects which have created finance opportunities for venture capital, underwriters, and  insurance firms.<|endoftext|>Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 6 Figure 4: Renewables and electrolyser cost outlook (Harnessing Green Hydrogen, 2022) \n\n---\n\n  Page: 7 / 11  \n\n---\n\n Economic outlook Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 7 Figure 5: Renewables and electrolyser cost outlook (Harnessing Green Hydrogen, 2022) \n\n---\n\n  Page: 8 / 11  \n\n---\n\n Figure 6: Hydrogen value chain opportunities Hydrogen Value Chain Opportunities Figure 6 outlines the end-to-end value chain from production and electrolyser plant setup, operations  in conjunction with RE parks, storage (long- and short-term), distribution (liquified or gaseous), and  consumption applications (power, transportation, and industries). It gives an overview on the current  usage of Hydrogen in industry applications. New emerging areas where significant opportunities exist  for growth are primarily transportation (heavy duty vehicles and shipping), long-term energy storage  (sub-surface), and green ammonia (production and energy carrier).  Hydrogen can contribute directly to decarbonising the biggest polluters like steel, refineries, and  ammonia production. Although Hydrogen has a clean burn, its production is not clean. Hydrogen  production from fossil fuels resulted in 900 Mt CO2 emissions in the year 2020 (Global Hydrogen  Review 2021, 2021). High demand for green and blue hydrogen and hydrogen-based fuels could  reduce up to 60 Gt of CO2 emissions between 2021 and 2050, accounting for a reduction of 6% of  total cumulative emissions (Hydrogen, 2022).<|endoftext|>Some of the biggest polluters in the transportation sector include long-haul freight, heavy-duty  vehicles, maritime, and jet fuel. Decarbonizing them is not easy. By 2050, green ammonia can meet 25% of shipping fuel demand to meet the International Maritime Organization\u2019s goal of reducing CO2  emissions by 50% from 2008\u2019s levels. Hydrogen fuel cells can gear up short distance rides such as  ferry journeys (Harnessing Green Hydrogen, 2022). With air travel growth, a significant carbon  footprint increase is expected in aviation which already has the highest carbon emission intensity.  Options like hydrogen fuel cells, hydrogen turbines, and hydrogen-based electrolytic synthetic fuel  exist to decarbonize aviation, but each option has its merits and demerits. Big corporations like Airbus  or start-ups like ZeroAvia have already presented their roadmaps for a hydrogen-based carrier in the  next decade.<|endoftext|>For building, hydrogen can be blended into existing gas networks for both residential and commercial  complexes. It can also be used by boilers and fuel cells. Its biggest promise is in long-term energy  storage. This will impart stability to renewables-based generation and grid operations. Today, new gas  turbines can also use hydrogen as a fuel component.<|endoftext|>Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 8 Opportunities for the industry \n\n---\n\n  Page: 9 / 11  \n\n---\n\n What\u2019s next? In our next articles, we will discuss  the challenges of this emerging  sector, some exciting industry  projects underway around hydrogen,  support, and digital solutions  needed to help pave the way to net  zero.  Infosys Consulting achieved its  net zero goals 30 years ahead of  time and is working to help our  partners in their energy transition  journey towards their own net zero  goals.<|endoftext|>Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 9 \n\n---\n\n  Page: 10 / 11  \n\n---\n\n MEET THE EXPERTS Sundara Sambasivam Associate Partner - Services, Utilities, Resources and Energy Practice Sundara.Sambasivam@infosys.com \u201cThe  lines  betw een  digita l and  physi cal  retail  will  conti nue  to  blur\u201d Sources \u2022 Garc\u00eda-Herrero, A.,Tagliapietra, S. & Vorsatz, V. (2021), \u2018Hydrogen development strategies: a global perspective\u2019, Bruegel, August, [Online], Link:  [Accessed: 21 Nov 2022].<|endoftext|>\u2022 \u2018Global Hydrogen Review 2021\u2019, (2021), International Energy Agency: IEA, [Online], Link Accessed:16 Nov 2022].<|endoftext|>\u2022 \u2018Harnessing Green Hydrogen: Opportunities for Deep Decarbonisation in India\u2019, (2022), Niti Aayog & Rocky Mountain Institute (RMI), June,  [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018Hydrogen\u2019, (2021), International Energy Agency: IEA, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018Hydrogen\u2019, (2022), International Energy Agency: IEA, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018Hydrogen Strategy: Enabling A Low-Carbon Economy\u2019, (2020), U.S. Department of Energy, July, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018REPowerEU Plan\u2019, (2022), European Commission, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018The hydrogen colour chart\u2019, (2022), National Grid, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>Shivank Saxena Senior Consultant - Services, Utilities, Resources and Energy Practice Shivank01@infosys.com Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 10 Over 22 years of global experience, Sundar has led a number of business and digital transformation  and outcome-based efficiency turnaround programmes across the Energy and Utilities  (Transmission & Distribution). Sundar is excited to collaborate and help our clients to navigate the  journey of Energy Transition towards the net zero ambitions.<|endoftext|>Over 11 years of experience, Shivank has led digital transformation projects, enabling end-to-end systems\u2019 delivery for clients across industries and sectors. He has ensured sustained value delivery on multiple engagements by building roadmaps and driving planning-to-execution for various business-led initiatives. He is passionate about supporting the industry to meet its net zero goals, and currently helps clients innovate to drive energy transition initiatives.<|endoftext|>\n\n---\n\n  Page: 11 / 11  \n\n---\n\n consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world\u2019s most recognizable brands  transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive  technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today\u2019s digital landscape to win market share and create shareholder value for lasting competitive  advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  \u00a9 2022 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is  accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the  proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights  mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be  reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed,  photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual  property rights holders under this document.    \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: Leveraging advanced validation techniques for retail size optimization \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 8  \n\n---\n\n WHITE PAPER LEVERAGING ADVANCED VALIDATION  TECHNIQUES FOR RETAIL SIZE  OPTIMIZATION - Divya Mohan C, Chitra Sylaja \n\n---\n\n  Page: 2 / 8  \n\n---\n\n Introduction In today\u2019s highly volatile business  environment, retailers that want to  remain profitable must be able to predict  customer demand and ensure availability  of the right products in the right store at  the right time. This is a challenging task  when merchandise such as apparel and  footwear are offered in a range of sizes.  To maximize revenue and profitability,  retailers need a strategy that allows them  to sell goods at full price while reducing  markdowns.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 8  \n\n---\n\n How does size optimization  help retailers Size optimization transforms historical  sales and inventory data into size-demand  intelligence. This enables smart buying  and allocation at the size level to match  customer needs at each store. The size  profile optimization (SPO) application  provides optimized size curves for products  at the store level. SPO uses past sales  history to deliver the right sizes to the right  stores and reduces the imbalance between  consumer demand and inventory.  By leveraging a combination of back-end  data crunching technologies and front- end size profiling tools, SPO enables  allocators, buying coordinators and buyers  to leverage sales and inventory data and  create precise style/color size scales for  each store. This degree of specificity can  help buyers and allocators create size  profiles that recover lost sales, improve  the size balance across the retail chain and  launch new products and categories based  on previous successes.<|endoftext|>Key challenges in size  optimization Retailers find it challenging to procure and  maintain the right mix of merchandise in  the right size at the right store. The store- specific size profile plays an important role  in helping retailers make assortment and  allocation decisions. As the competition  evolves, new challenges arise and retailers  need suitable approaches to counter these  challenges.<|endoftext|>Ability to understand  consumer demand Customer demand varies across stores.  Understanding the size level demand at  each store for different products is critical  to meeting each unique customer demand.  This requirement can be accurately  captured and analyzed through granular  data that represents size profiles for every  store/product.<|endoftext|>Historical performance is not  true customer demand As size profiling is based mainly on sales  history, a cleansed history is necessary to  generate an accurate size profile. Typically,  historical data comprises of profitable sales,  lost sales and markdowns. To get relevant  size profiling data, it becomes necessary  to filter out inventory data related to  stock-outs, markdowns, margins, etc., from  the consolidated data. This ensures that  the right data set is used to design better  analytical models and prevent biases  arising from extreme data points.<|endoftext|>Analyze and process large  volume of data Gathering information at the granular level  of store and size can generate large data  volumes that are difficult to handle and  analyze. Retailers may find it challenging to  derive impactful business decisions from  such large data sets.<|endoftext|>Key influencers in size  optimization: Predicting  customer decisions Consumers are always looking for specific  merchandise; say for instance, a shoe that  has the name of a basketball legend. In  case the store does not have this particular  product, they should be able to offer the  customer a suitable alternative through  smart product grouping. Size profile  optimization can help retailers predict  similar products and position them  appropriately within the store.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 8  \n\n---\n\n Region-specific demand for  products Certain products have high customer  demand in specific regions. Size profile  optimization can analyze historical data  to ensure adequate stock of high demand  products in these stores.<|endoftext|>Reducing imbalance between  consumer demand and  inventory Customer demand for merchandise  depends on factors such as holiday  seasons, upcoming special events such as a  marathon, etc.  Size optimization can predict the type of  merchandise that needs to be in stock  during these seasons. This ensures that the  inventory is never out-of-stock for such  products.<|endoftext|>Recovering lost sales  On the other hand, owing to inaccurate or  excessive merchandise allocation, some  stores are forced to conduct clearance  sales at the end of a season to reduce  their inventory. SPO can assist retailers in  allocating accurate size profiles, thereby  ensuring only the required inventory is  stocked to meet existing business demand.<|endoftext|>Allocate new products/ new stores based on similar  products/stores Size profile optimization goes beyond  allocating size profiles based on  historical sales and inventory data.  Retail merchandising mandates that the  allocation of a new article to any store is  profitable to the company. The SPO engine  can map a new article to similar existing  articles and create profiles based on these.  Similarly, SPO can map a new store to  similar existing stores and create relevant  profiles.<|endoftext|>Demand Transfer Walk Switch Point Product Type -  Apparel for Men Class Men - Top 3 2 1 Navigate maximum up to Class Level Style 123 Style-Color 123-143 Style-Color/Size S, M, L, XL, XXL SHORT SLEEVE Top Style 132 Style-Color 132-145 Style-Color/Size S, M, L, XL, XXL LONG SLEEVE  Top External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 / 8  \n\n---\n\n Functional testing Functional testing is performed to ensure  that size profiling is done according to  business expectations. There are four key  ways to conduct functional testing: 1. Validate pre-load data 2. Analyze data in SPO  3. Validate of the size profile engine based  on business rules 4. Validate business intelligence reports Validation of pre-load data Data from various sources such as point-of- sale (POS) terminal, digital stores, etc., are  loaded into the database. The raw data can  exist in any form (flat file or XML).  To verify that the right data is fed into the  database, different validation techniques  can be used. These include:  \u2022 Comparing data received from different  input source systems through XML/flat  file format with data available in the  intermediate database \u2022 Ensuring that data is loaded according to  business rules defined in the system \u2022 Ensuring the data loaded from the  source to intermediate databases  is according to the mapping sheet  specified in the requirement  Analysis of data in spo Retail merchants possess large amounts of  historical data accumulated over several  years that can be fed into the size profile  engine for profile generation.<|endoftext|>Testing teams should ensure that the  correct data and possible scenarios are  sampled and transferred to the size engine.  a Data from POS, Digital Stores Intermediate DB d b c SPO Why validation is critical for  size optimization? Previously, retailers were unaware of the  importance of size optimization. They  would randomly determine an average size  profile and apply it across all stores and,  occasionally, across geographic locations.  Retailers lacked the right approach to  leverage the large amount of historical  data readily available. This often resulted  in early season stock-outs in some stores  and markdowns for the same merchandise  in other stores. Additionally, retailers  struggled to make intelligent data-driven  decisions owing to the lack of automated  approaches and techniques to validate  data quality and integrity issues.<|endoftext|>Validation strategy  Validation involves processing a large  amount of data from various sources  according to the format specified by the  size profile engine. A validation strategy  can help retailers meet customer demand  by accurately projecting each store\u2019s future  sales and inventory needs. It can support  the business goals of the retailer, i.e.,  reduce markdowns, increase full price sales  and drive higher revenue.  Besides validation, size profiling also  includes functional and performance  testing.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 / 8  \n\n---\n\n Non-functional testing Any size profile optimization project  involves processing a large volume of  structured data. Performance testing  ensures that size profile engines perform  optimally and that size profiles are  generated within the stipulated time  limits to support business needs. For  best results, the test environment for  performance testing should be similar to  the product environment. Further, if the  performance service level agreement (SLA)  is not met, then the advantages of size  profile optimization are lost. Performance  can be monitored by different tools that  are available in the market. The typical  performance testing check-points are: \u2022 Ensure data movement in each stage is  completed according to the SLA \u2022 Monitor system performance on  maximum data load Validation of reports Once the size profiles are generated,  business users can compare the profiles  for different products and allocate them  based on analytical reports drawn using  business intelligence report-generation  mechanisms.<|endoftext|>Analytical reports are generated based  on the business rule set. The testing team  validates the accuracy of the report data  with data from the data warehouse and  verifies the usefulness of information  displayed to the business.<|endoftext|>The reports generated by the size profile  engine provide the following key details:  \u2022 Allocation by store \u2013 How many articles  of a particular size have been allocated  to a particular store \u2022 Allocation percentage at various levels  such as class, style, style-color, concept,  etc \u2022 Effectiveness of size profile \u2013 Business  can measure the effectiveness of size  profiles in improving allocation to stores  Validation of the size profile  engine based on business  rules Once data is fed into the size profile  engine, it needs to be processed according  to business rules specified within the  system.   Business rules are set to analyze the  accuracy of size profiling. The size profile  engine can analyze and process data using  these validation techniques:  \u2022 In cases where the business rule should  exclude stock-out data and sales data  having a margin filter greater than 10%  for a particular set of merchandise, the  validation team verifies that the size  profile engine has not considered such  data for profile generation  \u2022 The validation team has to ensure that  relevant data is used to determine the  appropriate profile for the introduction  of a new article/ store. Often, the data  used may be incorrect owing to non- availability of relevant data for the new  article/ store To execute high-level validation for  business rules, the following validation  techniques can be used by validation  teams: \u2022 Compare data on new products with  data on existing/similar products  to verify that a similar size profile is  generated \u2022 Ensure that the correct sample of data  is selected for verifying all the business  rules \u2022 Monitor and verify that size profiles are  generated for every size of a particular  style/color of a product \u2022 Ensure that the total size profile  generated for a particular style/color of  an article is 100% External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 / 8  \n\n---\n\n Conclusion Size profile optimization helps retailers  effectively stock the right sizes in stores  based on various parameters, thereby  enabling them to maximize profit, reduce  markdowns and recover lost sales.  Historical sales and inventory data is  analyzed and transformed to drive critical  business decisions. Here, data quality and  data analysis play a vital role. By leveraging  the right validation strategy with  appropriate validation techniques, retailers  can ensure that all possible business  scenarios are considered and accurate data  is chosen for size optimization decisions.<|endoftext|>References http://www.sas.com/industry/retail/sas-size-optimization http://www.oracle.com/us/industries/retail/retail-size-profile-optimize-ds-078546.pdf External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 / 8  \n\n---\n\n \u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: An Insight into Microservices Testing Strategies \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 8  \n\n---\n\n WHITE PAPER AN INSIGHT INTO MICROSERVICES  TESTING STRATEGIES Arvind Sundar, Technical Test Lead Abstract The ever-changing business needs of the industry necessitate  that technologies adopt and align themselves to meet demands  and, in the process of doing so, give rise to newer techniques  and fundamental methods of architecture in software design. In  the context of software design, the evolution of \u201cmicroservices\u201d  is the result of such an activity and its impact percolates down  to the teams working on building and testing software in the  newer schemes of architecture. This white paper illustrates the  challenges that the testing world has to deal with and the effective  strategies that can be envisaged to overcome them while testing  for applications designed with a microservices architecture.  The paper can serve as a guide to anyone who wants an insight  into microservices and would like to know more about testing  methodologies that can be developed and successfully applied  while working within such a landscape.<|endoftext|>\n\n---\n\n  Page: 2 / 8  \n\n---\n\n Microservices attempt to streamline the  software architecture of an application  by breaking it down into smaller units  surrounding the business needs of  the application. The benefits that are  expected out of doing so include creating  systems that are more resilient, easily  scalable, flexible, and can be quickly and  independently developed by individual  sets of smaller teams.<|endoftext|>Formulating an effective testing strategy  for such a system is a daunting task. A  combination of testing methods along  with tools and frameworks that can  provide support at every layer of testing is  key; as is a good knowledge of how to go  about testing at each stage of the test life  cycle. More often than not, the traditional  methods of testing have proven to be  ineffective in an agile world where changes  are dynamic. The inclusion of independent  micro-units that have to be thoroughly  tested before their integration into the  larger application only increases the  complexity in testing. The risk of failure and  the cost of correction, post the integration  of the services, is immense. Hence, there is  a compelling need to have a successful test  strategy in place for testing applications  designed with such an architecture.<|endoftext|>Introduction External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 8  \n\n---\n\n The definition of what qualifies as a  microservice is quite varied and debatable  with some SOA (service-oriented  architecture) purists arguing that the  principles of microservices are the same  as that of SOA and hence, fundamentally,  they are one and the same. However,  there are others who disagree and view  microservices as being a new addition to  software architectural styles, although  there are similarities with SOA in the  concepts of design. Thus, a simpler and  easier approach to understand what  microservices architecture is about, would  be to understand its key features: \u2022 Self-contained and componentized  \u2022 Decentralized data management \u2022 Resilient to failures \u2022 Built around a single business need \u2022 Reasonably small (micro) The points above are not essentially the  must-haves for a service to be called a  microservice, but rather are \u2018good-to-have.\u2019  The list is not a closed one either, as it  can also include other features that are  common among implementations of a  microservices architecture. However, the  points provide a perspective of what can  be termed as a microservice. Now that we  know what defines a microservice, let us  look at the challenges it poses to testers.<|endoftext|>The distributed and independent nature  of microservices development poses  a plethora of challenges to the testing  team. Since microservices are typically  developed by small teams working on  multiple technologies and frameworks, and  are integrated over light-weight protocols  (usually ReST over HTTPs, though this is  not mandatory), the testing teams would  be inclined to use the Web API testing  tools that are built around SOA testing.  This, however, could prove to be a costly  mistake as the timely availability of all  services for testing is not guaranteed, given  that they are developed by different teams.  Furthermore, the individual services are  expected to be independent of each other  although they are interconnected with  one another. In such an environment, a  key factor in defining a good test strategy  would be to understand the right amount  of testing required at each point in the test  life cycle.<|endoftext|>Additionally, if these services integrate  with another service or API that is exposed  externally or is built to be exposed to the  outside world, as a service to consumers,  then a simple API testing tool would prove  to be ineffective. With microservices, unlike  SOA, there is no need to have a service  level aggregator like ESB (enterprise  service bus) and data storage is expected  to be managed by the individual unit.  This complicates the extraction of logs  during testing and data verification, which  is extremely important in ensuring there  are no surprises during integration. The  availability of a dedicated test environment  is also not guaranteed as the development  would be agile and not integrated.<|endoftext|>Microservices architecture Challenges in testing microservices External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 8  \n\n---\n\n In order to overcome the challenges  outlined above, it is imperative that the test  manager or lead in charge of defining the  test strategy appreciates the importance  of Mike Cohn\u2019s Test Pyramidi and is able to  draw an inference of the amount of testing  required.  The pictorial view emphasizes the need to  have a bottom-up approach to testing. It  also draws attention to the number of tests  and in turn, the automation effort that  needs to be factored in at each stage. The  representation of the pyramid has been  slightly altered for the various phases in  microservice testing. These are: i. Unit testing   The scope of unit testing is internal to  the service and in terms of volume of  tests, they are the largest in number.  Unit tests should ideally be automated,  depending on the development  language and the framework used  within the service.<|endoftext|>ii. Contract testing   Contract testing is integral to  microservices testing and can be of  two types, as explained below. The  right method can be decided based on  the end purpose that the microservice  would cater to and how the interfaces  with the consumers would be defined.  a) Integration contract testing:   Testing is carried out using a test  double (mock or stub) that replicates  a service that is to be consumed.  The testing with the test double  is documented and this set needs  to be periodically verified with the  real service to ensure that there are  no changes to the service that is  exposed by the provider.  b) Consumer-driven contract testing:   In this case, consumers define the  way in which they would consume  the service via consumer contracts  that can be in a mutually agreed  schema and language. Here, the  provider of the service is entrusted  with copies of the individual  contracts from all the consumers.  The provider can then test the  service against these contracts to  ensure that there is no confusion in  the expectations, in case changes  are made to the service.<|endoftext|>iii. Integration testing   Integration testing is possible in case  there is an available test or staging  environment where the individual  microservices can be integrated before  they are deployed. Another type of  integration testing can be envisaged  if there is an interface to an externally  exposed service and the developer  of the service provides a testing or  sandbox version. The reliance on  integration tests for verification is  generally low in case a consumer- driven contract approach is followed.<|endoftext|>iv. End-to-end testing   It is usually advised that the top layer   of testing be a minimal set, since a  failure is not expected at this point.  Locating a point of failure from an  end-to-end testing of a microservices  architecture can be very difficult and  expensive to debug.<|endoftext|>Mike Cohn\u2019s Testing Pyramid E2E UI Testing Scope of Testing Execution Time Number of Tests Integration  Testing Contrast Testing Unit Testing Approach to testing microservices and testing phases External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 / 8  \n\n---\n\n \u2022 For unit testing, it would be ideal to  use a framework like xUnit (NUnit or  JUnit). The change in data internal to  the application needs to be verified,  apart from checking the functional  logic. For example, if reserving an  item provides a reservation ID on  success in the response to a REST call,  the same needs to be verified within  the service for persistence during unit  testing.<|endoftext|>\u2022 The next phase of testing in  contract testing. In case there are  several dissimilar consumers of the  service within the application, it is  recommended to use a tool that can  enable consumer-driven contract  testing. Open source tools like Pact,  Pacto, or Janus can be used. This  has been discussed in further detail  in the last example and hence, in  the context of this example, we will  assume that there is only a single  consumer of the service. For such  a condition, a test stub or a mock  can be used for testing by way of  REST over HTTPS Item ID. date Reservation ID Application Mocked Service Unit Testing Scope Integration Testing Scope Select an Item Reserve an item Integration Contract Testing Scope integration contract testing. Data  being passed between the services  needs to be verified and validated  using tools like SOAPUI. For example,  an item number being passed  between the services that selects it to  the one that reserves it.  \u2022 E2E tests should ensure that  dependency between microservices  is tested at least in one flow, though  extensive testing is not necessary. For  example, an item being purchased  should trigger both the \u2018select\u2019 and  \u2018reserve\u2019 microservices.<|endoftext|>In order to get a clear understanding of how testing can be carried out in different scenarios, let us look at a few examples that can help  elucidate the context of testing and provide a deeper insight into the test strategies used in these cases.<|endoftext|>\u2022 Scenario 1:    Testing between microservices internal to an application or residing within the same application   This would be the most commonly encountered scenario, where there are small sets of teams working on redesigning an application by  breaking it down into microservices from a monolithic architecture.  In this example, we can consider an e-commerce application that has two services a) selecting an item and b) reserving an item, which  are modelled as individual services. We also assume there is a close interaction between these two services and the parameters are  defined using agreed schemas and standards.<|endoftext|>Testing scenarios and test strategy External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 / 8  \n\n---\n\n \u2022 Unit tests should ensure that the  service model is catering to the  requirements defined for interacting  with the external service, while  also ensuring that internal logic is  maintained. Since there is an external  dependency, there exists a need to  ensure that requirements are clearly  defined and hence, documenting  them remains key. TDD approach is  suggested where possible and any of  the popular frameworks discussed in  the previous example can be chosen   for this.<|endoftext|>\u2022 Contract testing can be used in this  case to test the expectations from  consumer microservices, that is, the  applications internal service, decoupling  it from the dependency on the external  web service to be available. In this  context, test doubles, created using  tools like Mockito or Mountebank,  can be used to define the PayPal API\u2019s  implementation and tested. This is  essentially integration contract testing  and again needs to be verified with  a live instance of the external service  periodically, to ensure that there is no  change to the external service that has  been published and consumed by the  consumer.<|endoftext|>\u2022 Integration tests can be executed if  the third-party application developer  \u2022 Scenario 2:    Testing between internal microservices and a third-party service   Here, we look at a scenario where a service with an application consumes or interacts with an external API. In this example,  we have considered a retail application where paying for an item is modelled as a microservices and interacts with the  PayPal API that is exposed for authenticating the purchase.<|endoftext|>  Let us look at the testing strategy in each phase of the test cycle in this case: provides a sandbox (e.g. PayPal\u2019s  Sandbox APIii ) for testing. Live testing  for integration is not recommended.  If there is no availability of a sandbox,  integration contract testing needs to be  exercised thoroughly for verification of  integration.<|endoftext|>\u2022 E2E tests should ensure that there  are no failures in other workflows  that might integrate with the internal  service. Also, a few monitoring tests can  be set up to ensure that there are no  surprises. In this example, selecting and  purchasing an item (including payment)  can be considered an E2E test that can  run at regular and pre-defined intervals  to spot any changes or breaks.<|endoftext|>PayPal (External) API PayPal Sandbox API Unit Testing Scope Application Pay for an Item Test Double Virtual Provider Firewall  Contract Testing Scope Integration Testing Scope REST over HTTPS External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 / 8  \n\n---\n\n \u2022 Unit tests should cover testing for  the various functions that the service  defines. Including a TDD development  can help here to ensure that the  requirements are clearly validated  during unit testing. Unit test should also  ensure that data persistence within the  service is taken care of and passed on  to other services that it might interact  with.<|endoftext|>\u2022 Contract testing \u2013 In this example,  consumers need to be set up by using  tools that help define contracts. Also,  the expectations from a consumer\u2019s  perspective need to be understood.  The consumer should be well-defined  and in line with the expectations in the  live situation and contracts should be  collated and agreed upon.<|endoftext|>  Once the consumer contracts are  validated, a consumer-driven contract  approach to testing can be followed. It  is assumed that in this scenario, there  would be multiple consumers and  hence, individual consumer contracts  for each of them. For example, in the  above context, a local retailer and  an international retailer can have  \u2022 Scenario 3:    Testing for a microservice that is to be exposed to public domain   Consider an e-commerce application where retailers can check for availability of an item by invoking a Web API.<|endoftext|>different methods and parameters of  invocation. Both need to be tested  by setting up contracts accordingly.  It is also assumed that consumers  subscribe to the contract method of  notifying the provider on the way  they would consume the service and  the expectations they have from it via  consumer contracts.<|endoftext|>\u2022 E2E tests \u2013 minimal set of E2E tests  would be expected in this case, since  interactions with external third parties  are key here Unit Testing Scope Application   Consumer Driven Contract Testing Scope REST over HTTPS REST over HTTPS Customer Contract 1 Virtual Consumer 1 Customer Contract 2 Virtual Consumer 2 External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 / 8  \n\n---\n\n Improvements in software architecture has led to fundamental changes in the way applications are designed and tested. Teams  working on testing applications that are developed in the microservices architecture need to educate themselves on the behavior of  such services, as well as stay informed of the latest tools and strategies that can help deal with the challenges they could potentially  encounter. Furthermore, there should be a clear consensus on the test strategy and approach to testing. A consumer-driven contract  approach is suggested as it is a better way to mitigate risk when services are exposed to an assorted and disparate set of consumers and  as it further helps the provider in dealing with changes without impacting the consumer. Ensuring that the required amount of testing  is focused at the correct time, with the most suitable tools, would ensure that organizations are able to deal with testing in such an  environment and meet the demands of the customer.<|endoftext|>References :  ihttps://www.mountaingoatsoftware.com/blog/the-forgotten-layer-of-the-test-automation-pyramid       iihttps://www.sandbox.paypal.com In conclusion \u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: Modernizing enterprise systems in healthcare \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 8  \n\n---\n\n WHITE PAPER MODERNIZING ENTERPRISE SYSTEMS  IN HEALTHCARE An end-to-end testing approach for greater  predictability and quality Abstract As digital technologies, smart wearables and remote monitoring  capabilities penetrate healthcare, traditional healthcare companies  are unable to keep up with end-user expectations. Under pressure  to adopt rapid transformation, these organizations are looking  for robust and end-to-end testing procedures. This paper explains  various end-to-end testing approaches within the four main  modernization techniques for healthcare companies. The analysis  presented here acts as a guideline for healthcare leaders to make  strategic and informed decisions on how to modernize their systems  based on the needs of their end-users.  \n\n---\n\n  Page: 2 / 8  \n\n---\n\n Introduction Sustainability in healthcare is a looming  challenge, particularly as the fusion of  disruptive innovations such as digitization,  Internet-of-Things and smart wearables  enable remote and real-time health  tracking, diagnosis and management.  To succeed in such an environment,  healthcare organizations rely heavily on IT.  Thus, using the latest end-to-end testing  approaches becomes essential to:  \u2022  Ensure that all applications operate  as a single entity with multi-module  interactions  \u2022  Maintain performance/non-functional  scenarios within the desired limit \u2022  Identify bottlenecks and dependencies  ahead of time so that the business can  take appropriate actions  Testing challenges in  healthcare modernization Business transformation in healthcare  is complex because of the challenges in  maintaining integrity between different  types of customer needs and health- related plans. Modernizing healthcare  software applications mandates enabling  multi-directional flow of information across  multiple systems, which can complicate  the entire healthcare workflow application.  Further, failures or errors in systems outside  the enterprise environment can adversely  affect the performance of applications with  which they are integrated.  To address such challenges, it is important  to determine the right method and types  of end-to-end testing. This will optimize  application performance by testing it  across all layers from the front-end to the  back-end along with its interfaces and  endpoints.<|endoftext|>Typically, most healthcare organizations  use multi-tier structures with multiple  end-users, making end-to-end testing  very complex. Launching a new product in  such a multi-directional business scenario  requires extensive user testing. Thus, to  enable end-to-end (E2E) testing, health  insurance companies must first understand  what customers expect from their  healthcare providers and identify how they  can meet these expectations in shorter  timelines.<|endoftext|>Fig 1: A typical multi-tier healthcare business Customer  Profle Cloud Member Rule Firewall Web server Service Rule Oracle Big Data Web service Find  Doctor  Hospital Claim  Web   Page Payment  Application Provider  Web Page Business Team XML XML XML XML XML SOA XML SOAPUI Pictorial Diagram of Multi-tier  Healthcare Business API Call Database Update SOA Call Service Call Consumers External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 8  \n\n---\n\n Infosys solution  End-to-end testing approaches for different modernization techniques Infosys leverages four modernization techniques to help healthcare organizations enable end-to-end testing. These techniques are: 1. Re-engineering technique Use-case: Best-suited in cases where  companies need to digitize healthcare  product marketing to different constituents  of a state through online retail.  This modernization technique is useful  when venturing into new markets or when  retiring obsolete technologies due to  high maintenance costs. It leverages the  following end-to-end testing approaches: \u2022  Simulation testing: User-centric  interaction testing is performed  based on different behavior events  like usability testing, cross browser  compatibility and mobile testing \u2022  Compliance testing: This testing is  needed for security protocols and  financial boundary testing as per  mandates defined by state and central  governments \u2022  Blend testing: This combines functional  and structural testing into a single  approach and is essential for any  healthcare digitization transformation  strategy Universal automation: This  is a new approach that automates  the acceptance of changed features  in applications through browser  recognition, payment gateways, etc.<|endoftext|>\u2022  Risk-based testing: This focuses on  testing a few components or critical  defects that are identified as high-risk  functions, have significant complexity in  business operations and can impact key  features  \u2022  Continuous automation testing:  Based on continuous integration and  continuous delivery, this testing is  for real as well as virtual features that  are proposed for projects in minor  transition \u2022  Recognition accuracy testing: This tests  non-textual data like images, pictorial  figures, feelings, fingerprinting, etc.,  using a virtual augmented framework  Benefits \u2013 This testing approach provides  higher returns on investment by nearly 80- 90% in short spans within 5-7 iterations. It  also improves co-ordination, accuracy and  reusability of data in ensuing runs, thus  providing a robust and reusable testing  option through cutting-edge technology.<|endoftext|>Risks \u2013 Diversified technology exposure  is critical to support such big bang  transformation and limited technical  knowledge may result in uncovering fewer  quality issues. Further, rebuilding the  enterprise framework can be costly.<|endoftext|>2. Replacing or Retiring  technique Use case: Best-suited when one needs to  remove contract and legal documentation  from healthcare insurance and hospitals to  a separate online portal.<|endoftext|>This modernization technique is used  when there is a need for more control and  accuracy. Migratory functions are clustered  as units and can be renovated easily  without disturbing other applications.  Here, end-to-end testing focuses on  components that undergo gradual  replacement or are retired as described  below: \u2022  Plug-and-play testing: This is usually  executed when testing teams employ  different types of tools for automation  scripting or when different types of  technologies are involved in testing \u2022  Web service-based testing: This  is a mechanism or medium of  communication by which two or more  applications exchange data, irrespective  of the underlying architecture and  technology \u2022  Neutrality testing: This is typically used  when the existing platform is replaced  with a new one without altering the  final business outcomes or end-user  experiences  \u2022  Parallel testing: This analyzes several  applications or sub-elements of one  application simultaneously and in the  same instance using agile or waterfall  models in order to reduce test time \u2022  Assembly testing: This reveals precise  interactions among modules as per user  requirements. It is used when functions    are grouped into a logical entity and  alliances are needed \u2022  Usability testing: Usability testing  covers learnability, memorability,  adeptness, and customer satisfaction  indices to determine how easy to use  the application is for end-users  Benefits \u2013 This modernization approach  provides more structure and control to  end-to-end testing with15-20% effort  reduction. It ensures effective application  testing with the option of reverting to  native state on-demand when needed.  Further, it requires only 5-7% effort for  automation changes during build.  Risks \u2013 Project overrun can occur without  proper supervision. Additionally, it requires  repeated testing of the same regression  suite even for small deployments.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 8  \n\n---\n\n 3. Re-fronting technique Use case: Best-suited when adding  encryption logic protocol is required for  sensitive claim-related information passing  through a web service.<|endoftext|>This approach is used when end-users  want to use the same data efficiently  and quickly without investing in  expensive infrastructure set-up. It covers  virtualization, non-functional testing and  regression testing as described below: \u2022  Virtualization testing: This simulates  multiple users to check the performance  of the new technology while it interacts  with existing applications \u2022  Non-functional testing: Certain features  like technology compatibility, platform  integrity, exception handling, help  analysis, impact exploration, and  application availability falls under the  purview of non-functional testing \u2022  Regression testing: Regression re-run  approach is used when there is a slight  change in functionality but the overall  system behavior has not changed Benefits \u2013 This approach simplifies  localized defect resolution. Here, end- to-end testing is more stable as changes  are limited and specific. Further, the cost  of running E2E test cases is lower as the  regression suite can be easily automated.<|endoftext|>Risks \u2013 Frequent patch changes can lower  productivity and increase maintenance  cost. Further, repeated testing of the same  emergency bug fix can reduce long-term  RoI.  4.Re-platforming technique Use case: Best-suited when upgrading  billing/payments databases to recent  versions is needed due to license renewals.<|endoftext|>Re-platforming of application  modernization is primarily done in  areas where businesses aim to minimize  maintenance costs with cost effective  technology. This modernization technique  uses migration, acceptance, intrusive, and  volume testing approaches as described  below:  \u2022  Migration testing: This is used when  ensuring data integrity is the most  important factor during technology  upgrades  \u2022  Acceptance testing: Acceptance testing  ensures that applications being moved  to a new platform have the same  recognition intensities as before \u2022  Intrusive testing: Also used as negative  testing, this approach determines the  effect of hosting unexpected variables  into the system or overall application \u2022  Volume testing: This evaluates the  stability of applications by ingesting a  huge number of records Benefits \u2013 This approach simplifies end- to-end testing as predicted business  outcomes are achieved. It lowers testing  cost, thus reducing total cost of operations  and time-to-market and does not require  additional infrastructure or specialized  licensing tools. Further, it increases testing  penetration by reusing scenarios, data and  execution strategies.<|endoftext|>Risks \u2013 Re-platforming may warrant  additional testing of critical business flows  to ensure functional defects are caught  early to avoid cost impact. Also conducting  testing in the new platform requires proper  training.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 / 8  \n\n---\n\n Modernization techniques for end-to-end testing approaches Testing Approach Re-engineer Remediate or  replace Re-front Re-platform Simulation testing Yes Yes No No Compliance testing Yes Yes No No Blend testing Yes Yes No No Universal testing Yes Yes Yes No Risk-based testing Yes Yes No No Plug-and-play testing No Yes Yes Yes Web service-based testing Yes Yes Yes Yes Agile testing No Yes Maybe No Parallel testing No Yes Yes No Virtualization testing No No Yes Yes Usability testing Yes Yes No No Recognition testing Yes No Yes Maybe Regression testing No No Yes Yes Migration testing Yes No Maybe Yes Assembly testing Yes Yes Yes No Volume testing Yes No No Yes Intrusive testing Yes No No No Acceptance testing Yes Maybe No Yes Comparative analysis of various testing approaches The following table depicts a matrix of end-to-end test approaches along with modernization techniques in healthcare. The matrix illustrates  which E2E testing method is best-suited to the four different modernization techniques. While \u2018yes\u2019 and \u2018no\u2019 represent absolute outcomes, it  is important to note that \u2018maybe\u2019 results depend on how critical the business needs are and whether the approach is actually cost-effective  when considering the overall business operations.<|endoftext|>Table 1: Comparison of different end-to-end test approaches and modenization techniques External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 / 8  \n\n---\n\n Case study Business need \u2013 A healthcare  company with three verticals for  policyholders, doctors and claims wanted  to remodel their business portfolio  to adopt new technologies and meet  customer demand. While the policy  procuring system and the consumer  premium collection system were digitized,  the company decided to re-engineer the  claims processing system from DB2 to a big  data-based system. As the claims vertical  interacted with doctors and hospital web  portals, they also wanted to gradually  transform the portals component-wise  in order to give doctors sufficient time  to acquaint themselves with the new  digitized system.<|endoftext|>Solution approach \u2013 To support the  company\u2019s hybrid transformation project,  we used an end-to-end testing strategy  that leveraged complementary test  approaches from different modernization  techniques across the three verticals, as  described below:  \u2022  For policyholders: The customer  procurement system was treated with a  combination of re-front modernization  and big bang transformation. Blend  testing was used with continuous  automation followed by web service  testing and assembly testing \u2022  For providers (doctors/hospitals): Here,  we used a combination of assembly,  regression rerun and agile testing to  ensure gradual changes since agile  testing methodology is best-suited  for scenarios where constituents are  deployed slowly over a period of time \u2022  For claims: Claims is a crucial vertical.  Thus, skeleton scripts, virtualization and  migration testing methods were used  for their stability and lower risk when  migrating from DB2 to big data As each vertical of the company has different business needs, different types of modernization were needed to suit various end-users.<|endoftext|>Fig 2: End-to-end testing approach for the three verticals External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 / 8  \n\n---\n\n The road ahead In future, more consumers will embrace digitization and the uber connectedness of wearables and mobile devices that can track the user\u2019s  health through in-built monitoring systems. Thus, as a higher number of service operators orchestrate multiple domains, we can expect to  see greater challenges ahead for end-to-end testing. This makes it imperative to leverage DevOps and analytics-based testing capabilities  along with modernization approaches.<|endoftext|>Conclusion  Disruptive technologies are creating avenues  for healthcare providers to issue virtual  treatment, advice and services. However, this  requires some degree of IT modernization  for which end-to-end testing is crucial. There  are various approaches that can be used  to enable re-engineering, replacing, re- fronting, and re-platforming modernization  techniques. Each testing approach has  its benefits and risks and must be chosen  based on the end-user expectations. Thus,  it is important for business leaders to be  aware of these in order to make the right  decision for their IT modernization journey.  The right approach can offer significant cost  advantages, accelerate time-to-market and  ensure seamless end-user experience.  \nAuthors Dipayan Bhattacharya  Project Manager Infosys Validation Solutions  Amit Kumar Nanda  Group Project Manager  Infosys Validation Solutions External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 / 8  \n\n---\n\n References Egui Zhu1, M., Anneliese Lilienthal1, M., Shluzas, L. A., Masiello, I., & Zary, N. (2015). Design of Mobile Augmented Reality in Health Care Education: A Theory- Driven Framework. JMIR Medical Education, 1-17.<|endoftext|>Flahiff, J. (2011, June 6). Integrating Agile into a Waterfall World. The InfoQ Podcast.<|endoftext|>Hewlett-Packard Development Company. (2012). Survival guide for testing modern applications. Hewlett-Packard Development Company.<|endoftext|>Infosys. (n.d.). https://www.infosys.com/it-services/validation-solutions/white-papers/documents/end-test-automation.pdf.<|endoftext|>Infosys. (n.d.). https://www.infosys.com/it-services/validation-solutions/white-papers/documents/qa-strategy-succeed.pdf.<|endoftext|>Karan Maini. (n.d.). Legacy Modernization. Retrieved from https://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&cad=rja&uact=8&ved= 0ahUKEwjSs5HssZnTAhUFSY8KHeKeDBoQFggiMAI&url=http%3A%2F%2Fdoczz.net%2Fdoc%2F5515301%2Flegacy-modernization&usg=AFQjCNFDRMLgm slUWqaqhyCqR7XahprSBQ&bvm=bv.152174688,d.c2I NetReach Technologies. (2010). Legacy Application Modernization Balancing Risk vs. Reward.<|endoftext|>Quality Thoughts. (2016, Oct 10). Quality Thoughts. Retrieved from http://www.qualitythought.in/courses/webservices-testing/ Selenium Labs. (2016, Oct 10). Web Services SOA Testing . Retrieved from http://www.seleniumlabs.in/web-services-soa-testing-in-bangalore.html Slide share. (2016, Oct 10). Webservices Testing. Retrieved from http://www.slideshare.net/AmitChanna/webservices-testing-a-changing-landscape Transvive. (2011). Migration Strategies & Methodologies. Toronto: Transvive.<|endoftext|>(n.d.). Retrieved from http://healthinsurancemedical.50webs.com/article1.html (n.d.). Retrieved from https://www.google.co.in/search?hl=en-IN&biw=1280&bih=866&tbm=isch&q=3+pillars+of+financial+security&oq=&gs_ l=#imgrc=uQhgXTjoI03D8M%3A (n.d.). Retrieved from https://www.google.co.in/search?q=computer+server+clipart&sa=G&hl=en-IN&biw=1280&bih=866&tbm=isch&imgil=W9Nhy A0FXtloxM%253A%253B5cEEUU2VgnYvcM%253Bhttp25253A%25252F%25252Fpublicdomainvectors.org%25252Fen%25252Fpowerpoint-clip-art- server&source=iu&pf=m&fir (n.d.). Retrieved from http://www.google.co.in/imgres?imgurl=http://sacramentoappraisalblog.com/wp-content/uploads/2016/08/real-estate-market- future-sacramento-appraisal-blog-mage-purchased-and-used-with-permission-by-123rf-1.jpg&imgrefurl=http://paper.li/AngelaRunsAmuck/130652 (n.d.). Retrieved from https://www.google.co.in/search?q=virtual+reality+in+business&hl=en-IN&biw=1280&bih=866&source=lnms&tbm=isch&sa=X&ved =0ahUKEwjP9MWOnM3QAhXIRY8KHbjjBCwQ_AUICCgB#imgrc=VyCt_MfLFMQo0M%3A \u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
+{"text": "# Infosys POV \nTitle: Next-gen Process Mining powers Oil & Gas transformation \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 13  \n\n---\n\n An Infosys Consulting Perspective By Sachin Padhye, Naveen Kamakoti, Shruti Jayaraman and Sohini De Consulting@Infosys.com | InfosysConsultingInsights.com Next-gen Process  Mining powers Oil &  Gas transformation \n\n---\n\n  Page: 2 / 13  \n\n---\n\n Oil & Gas transformation | \u00a9 2023 Infosys Consulting 2 Process Mining technology: A key enabler to transform Oil & Gas Technology continues to be a reliant and indispensable enabler to transform operations of Oil and  Gas companies. As a growing trend, the broader intent of incorporating technology is the use of  operational data to support analytics and fact-based decision-making. However, increasing  complexity of core and supplementary processes, coupled with limited agility of legacy and  monolithic IT systems adds a constant challenge to continuous process improvement.<|endoftext|>The agility of business processes and operations depends on the ability to capture real-time data  and perform large scale analyses to generate actionable insights on-demand and help steer and  nudge key metrics and key performance indicators (KPIs).  One such technology framework with ever-growing adoption is Process Mining, especially due  to the evolution from process-discovery-based limited applications to centralized platforms for  integrated process automation.<|endoftext|>\n\n---\n\n  Page: 3 / 13  \n\n---\n\n 3 Process Mining uses detailed data from business processes Process Mining is the practice of using data from various sources to analyze, baseline  and improve business processes.  The concept of Process Mining is built on the pillars of analysis techniques using artificial  intelligence (AI) and machine learning (ML). It is an approach to analyze, optimize, and  improve complex operational processes.  Powered by event data logs and data science tools, Process Mining helps identify  process variations and bottlenecks and gathers quantitative insights in process flows. It  also helps address performance and compliance-related issues in processes.  The following high-level steps are involved in a typical process mining lifecycle journey: Step Description Tools used 1. Data collection Collect data from various sources, such  as event logs, databases, operational  data stores.<|endoftext|>Data extraction tools, such as ETL  tools, log parsers, or database  connectors.<|endoftext|>2. Data pre- processing Clean, filter, and normalize data to  ensure consistency and accuracy.<|endoftext|>Data cleaning and preparation  tools, such as Python, or R scripts.<|endoftext|>3. Process  discovery Create a process model based on the  collected data.<|endoftext|>Process Mining tools, such as  Disco, ProM, or Celonis.<|endoftext|>4. Conformance  checking Compare the process model with the  collected data to identify deviations,  errors, or inefficiencies in the process.<|endoftext|>Conformance checking tools, such  as Disco, ProM, or Celonis.<|endoftext|>5. Process  enhancement Optimize the process model to improve  efficiency, reduce costs, and enhance  quality.<|endoftext|>Process simulation and optimization  tools, such as Arena, Simul8, or  ProModel.<|endoftext|>6. Process  monitoring Continuously track and analyze process  data to identify potential issues,  bottlenecks, or opportunities for  improvement.<|endoftext|>Process monitoring tools, such as  Celonis, Splunk, ELK, or Graylog.<|endoftext|>7. Process  visualization Create graphical representations of the  process model and process data to help  stakeholders understand the process and  identify areas for improvement.<|endoftext|>Data visualization tools, such as  Celonis, Tableau, Power BI, or  QlikView.<|endoftext|>Oil & Gas transformation | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 4 / 13  \n\n---\n\n 4 Evolution of Process Mining From being a niche technology used in research-oriented projects to a completely  integrated cross-functional collaboration platform, Process Mining has evolved and  matured for broad adoption. Here is a summary of this evolution: Oil & Gas transformation | \u00a9 2023 Infosys Consulting Process  discovery Process  conformance User-centered  process Integrated process  automation Time period First Generation Second Generation Third Generation Fourth Generation 1988 \u2013 2004 2004 \u2013 2011 2011 \u2013 2016 2016 \u2013 Present Summary Focus on discovery  of process models  from event logs Introduction of  conformance checking  and process  enhancements Shift towards more user- centered and interactive  approaches Expansion of process mining  beyond event logs to include  other types of data and  processes Use of process  discovery algorithms  and process tree  visualizations Integration of multiple  perspectives and data  sources Focus on business  process management  and improvement Integration of process mining  with other technologies such  as AI, IoT, and blockchain Limited support for  large and complex  processes Focus on quality  control, compliance,  and audit trails Integration of social,  organizational, and  environmental factors Increased focus on  automation, robotics, and  digital transformation Challenges in  handling noise,  concurrency, and  infrequent behavior Use of data mining and  machine learning  techniques Increased emphasis on  big data, cloud  computing, and  distributed systems Development of new  techniques such as predictive  process monitoring and  prescriptive analytics People Primarily academic  researchers and  process experts Involvement of  business stakeholders  and end-users in  process mining projects Involvement of a wider  range of stakeholders  including end-users, IT  staff, and top  management Involvement of a wide range  of stakeholders including  business users, IT staff, data  scientists, and process  experts Minimal involvement  of business  stakeholders and  end-users Increasing emphasis on  collaboration and  communication Greater emphasis on  user needs and user  experience Greater emphasis on cross- functional collaboration and  co-creation Process Emphasis on  process modeling  and analysis Shift towards process  improvement and  optimization Increased integration of  process mining with  business strategy and  management practices Integration of process mining  with digital transformation and  innovation initiatives Limited focus on  process  improvement and  optimization Greater attention to  business objectives  and value creation Greater emphasis on  continuous improvement  and innovation Systems Basic computing  tools and algorithms Development of more  sophisticated  algorithms and  methods Greater use of cloud  computing, big data, and  advanced analytics Integration of AI, IoT,  Blockchain, and Advanced  Analytics Primarily desktop- based software Increased use of  enterprise-level  software systems Integration with other  digital technologies such  as social media and  mobile devices Use of event logs  and basic data  mining techniques Integration of multiple  data sources and  formats Greater use of process  automation and robotic  process automation  (RPA) \n\n---\n\n  Page: 5 / 13  \n\n---\n\n 5 Process Mining impacts multiple areas in Oil & Gas The Oil and Gas industry is complex and dynamic with significant data generated across  all areas.  For Oil and Gas companies, Process Mining can be particularly important because of the  complex and highly regulated nature of their operations. Here are some specific ways in  which Process Mining can benefit Oil and Gas companies: Oil & Gas transformation | \u00a9 2023 Infosys Consulting Value levers Impact of Process Mining Operational  efficiency Process Mining can help identify inefficiencies in processes,  such as bottlenecks or unnecessary steps, and suggest ways  to streamline them. This can lead to cost savings and better  use of resources.<|endoftext|>Regulatory  compliance Oil and Gas companies are subject to numerous regulations  and standards, such as those related to environmental  protection and worker safety. Process Mining can help  ensure that these regulations are being followed and identify  areas where improvements are needed.<|endoftext|>Operational safety Safety is a top priority for Oil and Gas companies, and  Process Mining can help identify potential hazards and risks.<|endoftext|>By analyzing data from sensors, equipment, and other  sources, companies can identify patterns that may indicate  an increased risk of accidents or equipment failure.<|endoftext|>Optimized  maintenance Process Mining can help companies optimize maintenance  schedules by analyzing data from equipment and other  sources to identify when maintenance is needed. This can  help prevent unplanned downtime and reduce maintenance  costs.<|endoftext|>Customer  satisfaction Oil and Gas companies may interact with customers in  various ways, such as through fuel delivery or service  stations. Process Mining can help companies understand  how customers interact with their services and identify ways  to improve the customer experience.<|endoftext|>\n\n---\n\n  Page: 6 / 13  \n\n---\n\n 6 Pre-requisites for Process Mining Certain conditions need to be met before leveraging Process Mining effectively. These  can broadly be grouped under People, Process and Technology.<|endoftext|>Oil & Gas transformation | \u00a9 2023 Infosys Consulting Who can help manage the  organizational changes that may  result from Process Mining  initiatives.  BUSINESS ANALYSTS With domain knowledge of the  processes to be analyzed.  With expertise in data  management and system  integration.  With expertise in data analysis  and statistical modelling.  Or subject matter experts who can  provide feedback on the accuracy  and relevance of Process Mining  results.  DATA SCIENTISTS IT PROFESSIONALS PROCESS OWNERS CHANGE MANAGEMENT  EXPERTS LEADERSHIP SUPPORT People Process Compliance with legal and  regulatory requirements, such as  data privacy laws.  PROCESSES Well-defined processes with  documented workflows and  procedures.  Availability of the required  hardware or software  infrastructure to support Process  Mining activities Access to event logs or other  data sources that capture  process data.  Alignment with the organization\u2019s  strategic objectives and goals.  DATA CAPTURE  TECH INFRASTRUCTURE STRATEGIC OBJECTIVES COMPLIANCE AGILITY Organization\u2019s ability and culture  to adopt new frameworks for  continuous improvement.  \n\n---\n\n  Page: 7 / 13  \n\n---\n\n 7 Oil & Gas transformation | \u00a9 2023 Infosys Consulting System Visualization software to create  dashboards and reports.  ACCESS TO DATA Access to digitized processes  and/or processes with  event/case data and relevant  data sources. This includes,  event logs, databases, and  other data repositories.  Data cleaning, transformation,  and normalization tools to  prepare data for analysis.  Process Mining software to  extract and analyze process  data.  Process modelling software to  create process model.  PROCESS DATA DATA TOOLS PROCESS MODEL VISUALIZATION INVESTMENT Continued investment in  technology platforms and  relevant features.  \n\n---\n\n  Page: 8 / 13  \n\n---\n\n 8 Case studies The following case studies cite instances where Process Mining helped a US-based Oil  and Gas major realize efficiencies and optimize resources using Celonis.<|endoftext|>Oil & Gas transformation | \u00a9 2023 Infosys Consulting Approach \u2022 Key AS-IS process flows for these processes were modeled in ARIS to begin with.  This provided an understanding of the current pain points and areas of improvement.  \u2022 This process model was leveraged to identify the data availability in applications  across each of the steps.<|endoftext|>\u2022 The journey: A case was created through all its states and the data captured from the  previous step was mapped against this to ensure data consistency.<|endoftext|>\u2022 This data was imported into the Celonis Execution Management system to create a  data model.  \u2022 Based on this data model, multiple process analysis dashboards and components  were created to track various metrics and KPIs across key dimensions such as time,  vendors, locations.  Process Mining in upstream logistics \n\n---\n\n  Page: 9 / 13  \n\n---\n\n 9 Oil & Gas transformation | \u00a9 2023 Infosys Consulting Business/process  area Common  challenges Potential process  mining gains Value levers  impacted Standard enterprise  processes (order-to- cash, procure-to-pay) Manual interventions Reduction of TAT Operational efficiency Form corrections Improve no-touch  processing Regulatory  compliance Rate changes, data  mismatches Automation Customer satisfaction Supply chain  management High complexity of  supply chain Reduction of process  lead time Operational efficiency Visibility is limited  among all  stakeholders  Reduction of cost by  removing bottlenecks Optimized  maintenance Best practices are not  well-defined  Full transparency of  process Customer satisfaction Vessel schedule  optimization Multiple rigs covered  by same vessel Effective route planning  to reduce fuel costs and  optimize time Operational efficiency Route planning done  at the last minute Operational safety Optimized  maintenance  Helicopter schedule  optimization High cost due to over  utilization  Incorporate best  practices for utilization  Operational efficiency Unnoticed  maintenance risks  Monitoring risks Regulatory  compliance Operational safety Optimized  maintenance  Warehouse  management Warehouse layout  inefficient  Root cause analysis for  layout  Operational efficiency Lack of process  automation  Forecasting data for  inventory utilization and  avoiding stock outs Customer satisfaction Warehouse inventory  inaccuracy Enhanced customer  management Warehouse utilization  inaccuracy  Fleet management High fuel cost Improved fleet efficiency  and routing  Operational efficiency Under-utilized assets  KPI monitoring to  improve utilization Customer satisfaction Vendor management Manual processes,  poor automation  SLA improvement Operational efficiency Rental costs high and  equipment under- utilized  Contract visibility and  optimization Customer satisfaction End-to-end system  integration not  available  \n\n---\n\n  Page: 10 / 13  \n\n---\n\n 10 Oil & Gas transformation | \u00a9 2023 Infosys Consulting Reference industry use cases Large integrated Oil & Gas major One of the largest Oil and Gas companies in the world has been using Process Mining  to improve the efficiency of its drilling operations.  By analyzing data from drilling rigs, this company was able to identify inefficiencies and  areas for improvement, such as reducing idle time and optimizing drilling parameters. As  a result, the firm was able to reduce drilling time and costs while improving safety and  environmental performance.<|endoftext|>A European Oil & Gas company This company used Process Mining to optimize its maintenance processes for offshore  platforms.  By analyzing maintenance data, the firm was able to identify patterns and trends which  improved the reliability of its equipment, reduced downtime, and lowered maintenance  costs. The company also used Process Mining to identify opportunities for process  standardization and optimization, resulting in further improvements in efficiency and cost  savings.<|endoftext|>A large National Oil Corporation (NOC) This NOC used Process Mining to improve its customer service processes.  By analyzing customer service data, the NOC was able to identify areas where it could  improve its service levels, such as reducing response times and increasing the accuracy  of billing. The company also used Process Mining to optimize its meter reading  processes, resulting in significant cost savings.<|endoftext|>\n\n---\n\n  Page: 11 / 13  \n\n---\n\n Process Mining  encourages  sustainable growth Oil and Gas companies operate in a  complex environment with multiple  interconnected processes, making it  challenging to identify inefficiencies  and areas for improvement. Process  Mining provides a valuable tool for  these companies to gain insights into  their operational processes by  analyzing data from various sources.  By applying Process Mining  techniques, Oil and Gas companies  can identify bottlenecks, reduce  costs, improve efficiency, and  enhance the quality of their  products and services.  The benefits of Process Mining  include improved compliance,  enhanced decision-making, and  increased operational efficiency.  Therefore, implementing this  technology can help Oil and Gas  companies stay competitive and  achieve sustainable growth in an  ever-changing industry.<|endoftext|>11 Oil & Gas transformation | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 12 / 13  \n\n---\n\n MEET THE EXPERTS SACHIN PADHYE Associate Partner, SURE Sachin.Padhye@infosys.com 12 Sachin works with large Oil and Gas companies in the upstream, midstream, and  downstream areas to frame their digital strategy across customer and employee  experiences. He helps clients quantify value, beginning with industry opportunities  and ending with decisions built with big data, analytical tools and visualizations and  narratives. His current focus is digital data monetization, where he helps companies  put a monetary value to the data that is used to execute their digital strategy.  NAVEEN KAMAKOTI Principal, SURE Venkata_Kamakoti@infosys.com Naveen has over 18 years\u2019 experience in digital business transformation initiatives,  focusing on process consulting, re-engineering and mining, as well as business  architecture and consulting across information and professional services, plus Oil &  Gas (upstream) domains. He leads the process consulting and transformation  community of practice for Infosys Consulting.<|endoftext|>SHRUTI JAYARAMAN Senior Consultant, SURE Shruti.Jayaraman@infosys.com Shruti has four years\u2019 experience in business process improvement and digital  transformation initiatives with a focus on process modelling, analysis, and mining.  She\u2019s worked with upstream Oil & Gas clientele, across financial planning, process  design and optimization, third-party hiring and government reporting areas for the  last two years. She has administered trainings in process modelling using ARIS and  has worked in Agile methodologies.  SOHINI DE Consultant, SURE Sohini.De@infosys.com Sohini has over four years\u2019 experience in process transformation initiatives focusing  on business process improvement, process design, modeling and mining. She has  two years\u2019 experience in the upstream energy industry in marine logistics, and  integrity inspection. She has conducted trainings in ARIS Designer platform for  process modeling and has hands-on experience working in Agile methodologies.  Oil & Gas transformation | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 13 / 13  \n\n---\n\n consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world\u2019s most recognizable brands  transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive  technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today\u2019s digital landscape to win market share and create shareholder value for lasting competitive  advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  \u00a9 2022 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is  accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the  proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights  mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be  reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed,  photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual  property rights holders under this document.    \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: Trends in Performance Testing and Engineering \u2013 Perform or Perish \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 4  \n\n---\n\n WHITE PAPER TRENDS IN PERFORMANCE TESTING  AND ENGINEERING \u2013 PERFORM OR  PERISH Hemalatha Murugesan \n\n---\n\n  Page: 2 / 4  \n\n---\n\n One is spoilt for choices in today\u2019s high  consumerism and materialistic world  leaving the end users both highly  excited, vulnerable as well as extremely  demanding.  The array and diversity of  choices is not just limited to technology,  gadgets, smartphones, wearable devices,  sports vehicles, FMCG goods, white goods,  tourism, food choices etc. but is extensible,  penetrating in every single aspect of  one\u2019s day to day life. In today\u2019s world, no  business can survive if one\u2019s product/ service/training or any item is taken to  the market without being online \u2013 aka  Digitization, Mobilization.  Stepping two  decades back, one wonders how business  was being done and reached various parts  of the globe! With intense competition and aggression  to extend the market footprint, every  organization is launching multiple  products or services catering to different  user groups, age sectors, geo\u2019s based  launches, customization, personalization  or rather \u201cmood based\u201d coupled with  analytics, user preferences, predictions, etc.   Businesses and IT organizations are moving  at rapid pace to roll out their launches  using the latest cutting edge technology  and migration to newer technologies with  the sole objective to ensure that they do  not only retain their existing customers  but also add to their base and be market- dominant leader.<|endoftext|>As such, every application that is catering  to diverse populations 24x7, 365 days a  year must be Available, Scalable for future  growth, Predictable and Reliable, lest the  end user lose their tolerance.  What was  earlier 8 seconds being the norm for a  page to be rendered has now reduced to  less than 2 seconds or milliseconds and  almost all launches going the \u201capp\u201d way,   the response time expected is to be in  milliseconds.<|endoftext|>Devops, Agile, SMAC, migration to cloud,  VPN, Big Data, MongoDB, Cassandra,  - phew \u2013 the list is endless with newer  technology, tools being launched by  the day to address to ever expanding  technology landscape.  The rush to absorb  these technologies is also increasing  leading to high vulnerability on the  application\u2019s performance.  There is a  significant change in the way Performance  Testing and Engineering including  monitoring is being performed which is  continuously evolving and becoming more  complex.<|endoftext|>With increased digitization and  mobilization being the norm, data  analytics and testing to scale would play  a major role in application performance  to ensure better customer experience is  provided. DevOps and Agile development  will \u201cshift left\u201d forcing Performance Testing  and Engineering teams to make early  assumptions on customer behaviors and  their needs, viable experiences and growth  spikes to run tests quickly and validate  those assumptions. Early predictability  leveraging analytics on the application  performance will change gears in the way  we do or approach performance testing  and engineering.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 4  \n\n---\n\n Performance Driven Development (PDD)  i.e. PE focus right from requirements to  production rollout to post production,  monitoring are one of the key trends  noticed as it helps in early bottleneck  identifications and tuning of the same.  With Devops adoption having a close  handshake between Development  and Operations teams to address real  production volumetric, PDD helps achieve  it to a large extent.  This in turn demands  adoption of APM tools and methodologies.<|endoftext|>The focus has now shifted for early  involvement of Performance Engineering  in the application lifecycle \u2013 Early  Validation of PE proactively and not  leaving it to be addressed prior to roll out  which was a reactive approach followed  earlier.  Due to this, the industry is seeing  increasing launches of tools/processes  supporting proactive PE approach.<|endoftext|>Businesses are demanding launches  at faster pace with high Availability  and Resiliency, yet no compromise  on quality and security.  All this at less  TCO!   Automation is the key across all  SDLC and widely prevalent in testing  types.  As such every activity be in NFR  gathering phases, scripting, modeling, test  environment setup, releases, configuration  management, etc. is getting automated  which is inclusive of performance testing  and engineering activities through these  phases as well. Performance Engineering  framework adapting to the agile/CI CD  methodology for Web-based, Thick Client,  batch job-based apps etc. needs to be  developed, suited to the ever-changing  technology landscape.<|endoftext|>Financial institutions have been one of  the front runners in IT adoption where  they would need to meet the regulatory  compliances inclusive of performance.    With multiple banking packages/products  to choose from trading platforms and  investment management products  like Appian Way, middle and back- office products like Alteryx, Analytical  Workbenches, etc., clients are looking for  standard benchmarks/baselines of these  products and its impact on PE before  rolling out full-blown implementation. With  almost all the apps on Mobile channels  to interact with their systems, there is an  intense need to do PE at every stage, at  every component and layer and across all  stacks.  Few impacting trends seen are: Omni-channel retail customer experience  \u2013 Performance testing and engineering to  ensure consistent user experience across  various touch points for application rewrite  or new application development projects.<|endoftext|>Technology and infrastructure  rationalization \u2013 Mostly driven by cost  optimization and compliance requirements  PT&E  done to ensure zero disruption in  service and user experience in data center  migration/consolidation, technology stack  upgrade or movement from on-premise to  cloud.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 4  \n\n---\n\n Conclusion For any organization to survive in today\u2019s  competitive world, it is important that  the products/applications are Scalable,  Predictable, and Available exciting the  user, thereby ensuring loyalty as well  as converting to business.   However  rich the application features are, when  functionally tested, if the application is  not responding to the expectations of the  user, it is but natural to lose the customer.   With changing and demanding trends, it  is important that Performance testing and  Engineering are considered at all layers and  components as well for successive use of  the products launched.<|endoftext|>Hemalatha Murugesan is currently heading  the Performance Testing and Engineering  in IVS at Infosys.  She has been involved  in setting up, pioneering, incubation and  evolving emerging testing services like  cloud testing, test data management,  Infrastructure testing, virtualization, TEMS  and other upcoming specialized services,  etc., at Infosys. Hemalatha has been  instrumental in developing the Enterprise  Performance Testing Solutions which  offers performance testing solutions &  services and has also setup the state-of-art  performance testing lab, both at Infosys.<|endoftext|>Bulk customer data handling-Retail and  institutional customers are given more  control to deal with their data. As a result of  which interfaces such as dashboard, search,  profiles, and homepages are becoming  more interactive and data-heavy. PT&E is  ensuring the performance SLAs are within  acceptable limits in all user interactions.<|endoftext|>Tackle Integration Challenges \u2013 PT&E has  been carried out to deal with scalability  and performance issues arising due to  enterprise, partner integration, middleware  upgrades, etc.<|endoftext|>With intense pressure to reduce cost,  banks are looking at embracing Clouds,  DC consolidation and solutions around  it.  Consolidation of their LOB\u2019s, tools by  encouraging COE/NFT factory is setup  to reduce cost.  Banks are also moving to  deploying software\u2019s like SAP, PEGA, and  Siebel etc. due to their low maintenance  cost and better predictable quality  compared to home-grown solutions.    Besides, PE for apps hosted in Cloud and  Virtualized environments is also picking  up due to the on-demand resource  provisioning and sharable hardware  infrastructure that minimizes TCO.   Performance simulation and Engineering  of Day in the Life, for e.g., in a line of  business through end-to-end PT of  disparate systems analyzed.  An example  work-flow of a Mortgage loan, Mutual  Fund, Credit rating process etc. is assessed  for performance simulation.<|endoftext|>While the request has always been to have  the exact production environment with  right volume for Performance testing but  the move is to Test Right with the Next  Best which has predictable performance  on the production environment replayed.  Hardware Capacity planning and seamless  integration to PT/PE framework especially  for new Automated Infrastructure  spawning through CHEF/RECIPE,  automated platform build-outs and other  large Infragistics-related programs owing  to Merger & Acquisition, Data Center  migration etc.<|endoftext|>DB virtualization for PT&E also seems to  be another emerging trend, though not  implemented on a large scale today as  compared to service virtualization. Service  virtualization and Agile or component  PT or layered performance testing and  engineering also are gaining prevalence  as there will be so many components  and interfaces in financial products and  Production Monitoring, Capacity Prediction  Modeling based on that.  Another trend we are seeing in Retail  space is that applications built using  Microservice, Docker Container etc. which  requires tweaking monitoring and analysis  approach. An interesting emerging trend  is Hybrid datacenter approach i.e. part of  the system is hosted in Cloud and while  part of it is hosted in a Permanent data  center.  This would require expanding the  list of performance KPI to cover all aspects  of both the DCs.In some cases, we are also  seeing hybrid datacenter approach e.g.  part of system in Cloud and part of it in on  permanent data center. Again we need to  expand list of performance KPI to cover all  aspects of two DCs.<|endoftext|>An upcoming hot trend seen is front-end  Performance testing and engineering due  to RIA/Web 2.0 popularity and to provide  same personalized user experience across  various media.<|endoftext|>\u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: Performance testing Internet of Things (IoT) \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 4  \n\n---\n\n VIEW POINT PERFORMANCE TESTING INTERNET  OF THINGS (IOT) - Yakub Reddy Gurijala     Senior Technology Architect \n\n---\n\n  Page: 2 / 4  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Internet of things (IoT) is a network of  systems, devices, and sensors which are  connected and this connectivity enables  these objects to share the data. It is a  platform which allows to manage the data  and controls the devices remotely based on  the requirement.<|endoftext|>The IoT has gained momentum in the recent  years due to Internet availability, cloud  evaluation, and micro services evaluation.  According to Gartner, IoT connected devices  are growing at 30 percent year-on-year and  there will be 20 billion devices connected  by 2020 (more than human population).  IoT business is growing at 22 percent year- on-year and will reach US$3010 billion.  People, government, and business will be  hugely affected by IoT in the coming years  resulting in smart cities, smart homes, smart  hospitals, and so on.  IoT devices produce data continuously. This  data needs to be saved and analyzed for  future decisions and these decisions may be  immediate or may be taken later by using  business intelligence (BI) analytics. IoT helps  in improving the operational performance  and cost optimization. So achieve this, IoT  systems must be built for high performance  and scalalability. To measure these two  key attributes of an IoT application, it is  important to understand the business value  for which it is built. In addition, to measure  performance, it is necessary to simulate  real-world workload models, which can  be created using business requirements,  historic data and future growth require- ments, type of devices, network conditions,  usage patterns, and geographic spread.  Application usage patterns are arrived  by analyzing the IoT application logs for  peak hours and normal hours. Using these  data points, different workload conditions  (real-world load test / simulation) can be  created for peak usage, normal usage, future  growth, and daylong / multiday simulations.<|endoftext|>IoT performance testing (PT) is little different  from traditional performance testing.  Following table illustrates differences  between traditional PT vs IoT PT.<|endoftext|>Because of these differences, IoT PT poses a lot of challenges to performance engineers. Below sections will describe different challenges  posed by IoT applications and Infosys solution elements for each of the challenges.<|endoftext|>Some of key differences between traditional PT and IoT PT: Key diferences Simulation Simulation of users Simulation of devices / sensors Scale Few hundred users to few thousand users Few thousand devices to few million devices Amount of data Sends and receives large amount of data per request Sends and receives minimal data per request but data is shared continuously with time interval Protocols Uses standard protocols to communicate Uses non-standard and new protocols to communicate Requests / responses In most of the cases, users create the requests and receive the response Generally IoT devices create the requests and receive response as well as request, and provide response BI Only few applications have BI as part of testing BI will be a part of IoT; needs to measure performance by applying loads on IoT app Traditional PT IoT PT \n\n---\n\n  Page: 3 / 4  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Performance testing  challenges Protocols and performance testing tool  IoT does not have standard protocol set  to establish the connectivity between IoT  application and devices. IoT protocols used  range from HTTP, AllJoyn, IoTivity, MQTT,  CoAP, AMQP, and more. These protocols  are still in the early phases of development  and different IoT solution vendors come  up with specific protocol standards (sets).  These protocols are continuously evolving  with IoT applications. Since these are new  technologies / protocols, and current  performance testing tools may or may not  support them.  Geographical spread and network  conditions IoT devices / sensors are spread across  the world and use different networks to  connect to the IoT servers to send and  receive the data. As part of performance  testing, there is need to simulate devices  from different locations (to simulate  latency) with required network technolo- gies like 2G, 3G, 4G, Bluetooth, etc.<|endoftext|>Load conditions It is necessary to load test the applications  by simulating real-world conditions. These  patterns are complex in nature and it will  be extremely difficult to collect and predict  the data. To recreate real-world load  conditions, we may land up simulating  millions of devices.<|endoftext|>Real-time decision making Some IoT implementations may require  the data from a device that needs to be  processed at runtime and based on the  data received, the corresponding decision  is taken. These decisions are generally no- tifications / requests to different devices /  sensors or different systems which perform  particular action. As part of testing,  these notifications / requests need to be  monitored for performance (time taken to  generate the notification / request from  the data received by IoT application).  IoT application monitoring and BI  processing Monitoring is essential for any application.  It helps understand the system behavior  under real-world conditions. For IoT ap- plications, both the application and the  backend BI systems need to be monitored.  This will help understand data processing,  both in terms of the volume and accuracy.  Infosys IoT PT solution Infosys created a comprehensive  framework using JMeter to support all the  needs of IoT PT.  Protocols and performance testing tool  Infosys selected JMeter as performance  test tool to conduct PT. JMeter already  has support to most of the IoT protocols  like HTTP, CoAP, AMQP, MQTT and Kafka.  As IoT is an emerging area, new protocols  are being developed over the time. To  on-board new protocols Infosys has come  up with a protocol framework using  protocol SDK and extending the JMeter.  Using these JMeter extensions, scripts  can be prepared to simulate new protocol  requests and devices.<|endoftext|>Geographical spread and network  conditions To simulate geographical spread, JMeter  is integrated with cloud solutions like  Amazon web services (AWS) to setup  the load generators across different  geographies. Using AWS integration,  JMeter is able to generate the traffic from  different locations of the world to IoT  application to mimic the geographical  spread and network latency.  Infosys has in-house IP-based solution,  Infosys Network Simulation tool (iNITS),  to simulate different network conditions  required for any requests which use  transmission control protocol (TCP). We  have integrated iNITS solution with JMeter  to simulate different network conditions  required by IoT PT.<|endoftext|>Load conditions To collect the accurate real-world scenarios,  Infosys developed different tools /  frameworks like non-functional require- ments (NFR) questionnaire, workload  modeling tools, and others. These tools  / frameworks reduce the requirement  gathering and collect the information more  accurately.  To simulate millions of devices, JMeter  integrated with cloud using automated  scripts. These scripts will create required  number of load generators in cloud, setup  the JMeter, copy the scripts, test data,  execute the results, collect the results,  shutdown the LG\u2019s which are created, and  process the results.<|endoftext|>Real-time decision making Notifications, which are sent to other  devices / sensors / systems, need to be  monitored using stubs / service virtualiza- tion technologies. IoT application logs  are collected and analyzed for processing  time and response time of the real-time  processing and decision making scenarios  under different load conditions.<|endoftext|>IoT application monitoring and BI  processing Infosys created predefined process /  performance metrics collection to monitor  the systems (Web / app / database layers)  deployed in cloud and data center. These  metrics are analyzed to uncover possible  performance bottlenecks. If BI systems  were built using batch jobs, then enough  test data needs to be created using  performance test scripts and the batch  jobs executed to monitor the BI system.  If real-time BI systems were implemented  using hot channels then, BI systems need  to be monitored as a part of different  performance tests by generating different  amount of data per second / minute /  hour. Using this approach, IoT applica- tions are comprehensively monitored and  performance results are benchmarked  against different load conditions.<|endoftext|>IoT PT resources Infosys presently has 1200+ performance  testing resources having experience in  testing different types of applications,  technologies, and tools. And more than  500 employees have working experience  on JMeter.  Infosys has dedicated resources who  are trained on IoT performance test  frameworks (JMeter, new protocols,  network simulation, and IoT monitoring).  These resources continuously explore the  opportunities to improve the framework,  tool, and protocols supported.<|endoftext|>\n\n---\n\n  Page: 4 / 4  \n\n---\n\n \u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected Supports diferent network simulations for all  type of Protocols.<|endoftext|>Framework is available to onboard new  protocols.<|endoftext|>As solution is based on open source tool, no  License cost for performance test tool and cost  for network simulation only.<|endoftext|>No need to have hardware as device simulation  can be done from Cloud.<|endoftext|>Features Benefts Support for diferent communication protocols  such as HTTP, REST over HTTP, MQTT, AMQP,  CoAP,  Kafka and Web Sockets.<|endoftext|>Supports cloud based load generation.  Automated scripts available to generate the  load from cloud.<|endoftext|>Faster time to market.<|endoftext|>Quick onboarding of new protocols.<|endoftext|>01 02 04 03 Infosys IoT PT \u2013 Key features and benefits Conclusion Infosys created a compressive solution for IoT performance  testing, which covers specific needs / demands of IoT.  Currently, solution supports all leading IoT protocols and  network simulations. Infosys IoT performance solution  is very cost-effective when compared to any standard  performance test tool.<|endoftext|>We have dedicated workforce trained on IoT performance  testing to support the growing demands of IoT PT. Using  Infosys IoT PT solution, clients can save 80 to 90 percent tool  cost and reduce go-to-market time by 20 percent.<|endoftext|>References http://www.gartner.com/newsroom/id/3165317 https://www.infosys.com/IT-services/validation-solutions/white-papers/Documents/successful-network-impact-testing.pdf   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: QA Strategy to Succeed in the Digital Age \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 4  \n\n---\n\n VIEW POINT QA STRATEGY TO SUCCEED IN THE  DIGITAL AGE \n\n---\n\n  Page: 2 / 4  \n\n---\n\n \u201cDigital\u201d is the new buzzword for  organizations.  Across industries,  organizations are at various stages of their  digital transformation journeys. For some,  this might mean reimagining their entire  businesses around digital technologies;  and for others, incorporating aspects of  digital into their existing ways of working.<|endoftext|>Examples of this are abundant across  industries. In retail, the margin between  online and offline is blurring. Retailers  are incorporating technologies such as  augmented reality, beacons to provide  interactive in-store experiences to users.  Targeted campaigns are being delivered  to customers based on their proximity  to a store. On one hand, customers have  the option to order online and pick up  in-store; and on the other, they can pay  in-store and have it delivered at home.  In  the insurance industry, companies are  enabling customers to purchase insurance  anytime, anywhere, using pre-populated  information from their Facebook profiles.<|endoftext|>What this means is that IT is now at the  forefront of business transformation.  Technology is the driver for business  improvements and hence, IT departments  have a greater role to play in business  success. Consequently, the stakes are  higher than ever, for IT to deliver better  value, faster and more efficiently.<|endoftext|>However, the path to a successful digital  transformation is wrought with multiple  challenges, of which, a key challenge is  one that is inherent to the most important  aspect of digital transformations \u2013 the  changing nature of customer interactions.  While the digital revolution brings to  organizations, newer models and channels  of interaction with customers, the success  of businesses is also becoming increasingly  dependent on the quality of these  interactions. The end customer experience  is now the single most important factor in  a business\u2019 success. Customers today are  more demanding, and much more likely to  switch loyalties if the customer experience  is not up to their expectations. Thus, the  most important factor for success of digital  transformations is ensuring a superlative  end customer experience through the  quality assurance function.<|endoftext|>However, can traditional testing  organizations that follow age-old ways,  be able to provide quality assurance in  the new scheme of things? To answer this,  let us look at some of the imperatives of  digital assurance.<|endoftext|>Focus on Customer  Experience As discussed already, the nature of  customer interactions has undergone a  great transformation in the recent past.  Businesses are increasingly engaging with  customers through a multitude of channels  such as web, mobile, and social media,  in addition to the existing traditional  channels. A single customer transaction  can now span across multiple online  and offline channels. Hence, customer  experience across each of these channels is  important; but so is providing similar and  seamless experiences across all channels,  as well as maintaining consistency in  messaging all throughout.  This also  requires a change in the approach to  quality assurance. QA needs to shift focus  from the traditional functional validation,  to more of customer experience validation,  across the digital landscape. This requires  a 360\u00b0 view of quality, encompassing  functional and non-functional aspects, and  cutting across channels and technologies.  The anytime-anywhere nature of customer  transactions pose challenges in all aspects  of testing. With the increase in online  transactions, usage of cloud infrastructure,  the multitude of interconnected  applications and devices, and the advent  of big data analytics, there are newer  challenges to application security and  data privacy. Ensuring the security of  applications from any breaches, along with  adherence to security and data privacy  guidelines is essential for ensuring a  good customer experience, and business  continuity. Comprehensive security  assurance is thus a key component of  digital assurance.  Application performance is another key  determinant of success. Users are much  more likely to uninstall an app or abandon  an online transaction with the slightest  of reductions in application performance.  Unlike traditional QA, performance  evaluation needs to be incorporated at  all stages of the application development  lifecycle.  Performance evaluation needs  to be augmented with performance  monitoring in production to ensure  availability of business critical applications.  Strategies for compatibility, usability,  and accessibility testing should also be  optimized to cover multiple customer  touch points and technologies like  desktop, mobile, and other connected  devices.  There is also an increasing focus on  providing personalized experiences to  customers. In addition to functional  validation, personalized content validation  across channels, and validation of digital  content and assets also needs to be  incorporated.  Another aspect of the digital world is the  constant customer feedback and inputs,  which have become important drivers  for business decisions. Companies are  co-creating products with customers, or  using customer inputs to improve existing  products. This is also now extending  to using customer inputs to improve IT  platforms and services. In this constantly  evolving landscape, a continuous feedback  mechanism is also important for QA  organizations to understand the end  customer requirements and preempt  customer issues.  End customer feedback,  learnings from production,  and findings  from previous testing cycles can all serve  as inputs to continuously improve testing  effectiveness and efficiency, and provide a  truly 360\u00b0 view of application quality.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 4  \n\n---\n\n Manage Complexity An important challenge that digital  transformation brings about it is the  increasing complexity of the application  landscape. The IT landscape now needs  to support multiple newer applications  built on disparate technologies. The  interconnectedness of applications, as  well as the requirement to test them on  different device configurations, pose  {{ img-description : a group of people sitting around a table working with a laptop, in the style of light teal and crimson, uniformly staged images, light gray and navy, iso 200, yankeecore, focus on joints/connections, gravure printing  }} Increase Agility With the digital revolution, newer  technologies are being adopted at a much  faster pace. Organizations are now trying  to pilot newer and sometimes unproven  technologies, in a bid to enhance their  business. For QA teams to support this  effectively, they have to be extremely  nimble and quick to learn. Teams should  be tuned-in on technological changes,  be able to innovate quickly, and come up  with optimal solutions for new testing  challenges.  In general, development cycles are getting  progressively shorter, with businesses  vying to provide better features, faster.  Development methodologies are moving  to Agile, and DevOps. Consequently, there  is an increasing pressure on QA teams to  reduce the turnaround time and deliver  the code to production. It also has to be  balanced with the requirement to support  more and more devices and platforms.  This needs a two-pronged approach to  optimize testing requirements, as well as  increase the speed of testing. With limited  time to test, it is crucial to adopt methods  to optimize testing requirements, so that  the time is well spent on validating critical  functionalities.  While automation has been the key enabler  to increase testing effectiveness, it should  not be limited to test execution alone. It  should also encompass the entire testing  lifecycle \u2013 from requirements analysis to  reporting. Efficiencies need to be built  into the testing process by a combination  of tools, accelerators, and reusable test  artifacts. Early automation strategies  can be deployed to ensure availability of  automated test scripts for system testing.  To conclude, an assurance strategy in the  digital world has to address the following: \u2022 Focus on customer experience, rather  than functional validation \u2022 Provide a 360\u00b0 assurance, encompassing  different aspects of testing as well as  end-to-end validation \u2022 Focus on continuous learning and  innovation \u2022 Continuously optimize and accelerate  testing additional challenges for the QA teams.  On one hand, assurance needs to be  provided for all application layers, from the  database, to the UI, to isolate issues; and  on the other hand, end-to-end business  process assurance encompassing multiple  applications is equally crucial. The testing  strategy should be able to balance these  requirements and provide optimal test  coverage, ensuring early isolation of  issues.  A well planned approach involving  service virtualization, judicious mix of  automation tools, test data management  and optimized testing scope should be  implemented.<|endoftext|>Thus, the need of the hour is a holistic  assurance strategy encompassing all  aspects of validation, which is also \t optimized for the changing application  landscape.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 4  \n\n---\n\n \u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: Quantifying Customer Experience for Quality Assurance in the Digital Era \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 8  \n\n---\n\n WHITE PAPER QUANTIFYING CUSTOMER  EXPERIENCE FOR QUALITY  ASSURANCE IN THE DIGITAL ERA Abstract Post the pandemic, the new normal situation demands an increased  digitalization across all industry sectors. Ensuring top class customer  experience became crucial for all digital customer interactions  through multiple channels like web, mobile, chatbot, etc. Customer  experience is an area in which neither the aesthetics nor the content  can be compromised as that will lead to severe negative business  impact. This paper explains various automation strategies that  can enable QA teams to provide a unified experience to the end  customers across multiple channels.  The focus is to identify the key  attributes of customer experience and suggest metrics that can be  used to measure its effectiveness.<|endoftext|>{{ img-description : rateyourexperience with a palm and pen with four stars, in the style of interactive, smartphone footage, digital  }} \n\n---\n\n  Page: 2 / 8  \n\n---\n\n External Document \u00a9 2022 Infosys Limited Introduction Customer experience has always been a dynamic topic as it is becoming more personalized day by day and varies according to individual  preferences. It is hard to measure customer experience which make the work even more difficult for Quality Assurance teams. The factors  which amplify the customer experience not only include the functional and visual factors like front end aesthetics, user interface, user  experience, etc., but also include non-functional and social aspects like omnichannel engagements, social media presence, customer  sentiments, accessibility, security, performance, etc.<|endoftext|>Enterprises encounter various challenges  in providing a unified experience to their  end customers across multiple channels  such as: \u2022 Lack of information or mismatch in  information \u2022 Quality of content is not up to the  standard \u2022 Lack of usability in cross navigation  to make it intuitive and self-guided \u2022 Consistent look and feel and  functional flow across various  channels \u2022 Improper content placement \u2022 Inappropriate format and alignment \u2022 Performance issues across local and  global regions \u2022 Violation of security guidelines \u2022 Nonconformance to Accessibility as per  the Web Content Accessibility  Guidelines  (WCAG) guidelines \u2022 Lack of social media integration Why do we need to measure the Customer Experience? Quality Assurance is required in all these areas of functional, nonfunctional, and social aspects of Customer Experience. Since, Customer  Experience is hyper personalized in the digital era, a persona-based experience measurement is required. Conventional Quality Assurance  practices need to be changed to evaluate all aspects of customers journey across multiple channels, comprehensively.<|endoftext|>Figure 1 Challenges in Quality Assurance of Customer Experience Lack of  single view of  factors afecting customer  experience.<|endoftext|>Traditional Testing fails to  adapt to real time learning,  lacks feedback loop Lack of persona based test strategy Quantifable CX  measurements not  available Adapting experience  unique to each customer Testing is inward focused  rather than customer  focused Testing based on biz/  technical requirements  resulting in gaps in  customer\u2019s expectations Vast sea of social  messages  and user  feedback data from  social media platforms \n\n---\n\n  Page: 3 / 8  \n\n---\n\n External Document \u00a9 2022 Infosys Limited Experience Validation Needs to Cover Multiple Areas of a Customer Journey  While organizations try to focus on enhancing the customer experience, there are various areas need to be validated and remediated  independently for functional, nonfunctional, and social aspects. The current testing trend covers the basic functional and statistical aspects,  emerging testing areas will cover behavioral aspects and focus more on providing customer centric approach like using AI for enhancing  the quality of digital impression with personalized customizations. Below table provides information on areas where quality assurance is  required along with the popular tools for automation.<|endoftext|>Sr No Area Key Aspects / Metrics Current Testing Trend Emerging Testing Trend Tools 1 Visual  Conformance  Webpage content alignment,  font size, font color, web links,  images, audio files, video  files, forms, tabular content,  color scheme, font scheme,  navigation buttons, theme  etc.<|endoftext|>A/B testing, Style guide  check, Font check, Color  check, Usability testing,  Readability testing Persona based testing Siteimprove  Applitools, SortSite 2 Content Checking whether the image,  video, audio, text, tables,  forms, links etc. are up to the  standards.<|endoftext|>A/B Testing, Voice quality  testing, Streaming media  testing, Compatibility  testing, Internationalization/  Localization testing Personalized UX Testing,  CSS3 Animation testing,  2D Illustrations, AI  powered translators Siteimprove, SortSite 3 Performance  of webpage Loading speed, Timeto\nTitle,  DNS lookup speed, Requests  per second, Conversion  rate, TimetoFirstByte,  TimetoInteract, Error Rate  Performance testing,  Network testing, cross  browser testing, multiple  device testing, multiple OS  testing Performance Engineering,  AI in performance testing,  Chaos Engineering GTMetrix, Pingdom  Tool, Google  Lighthouse, Web  Page Test, etc.<|endoftext|>4 Security Conformance with security  standards across geographies.  Secured transactions, cyber  security, biometric security,  user account security Application security testing,  Cyber Assurance, Biometric  testing, Payment Testing Blockchain testing, Brain  Computer Interface BCI  testing, Penetration  testing, Facial recognition Sucuri SiteCheck,  Mozilla Observatory,  Acunetix, Wapiti 5 Usability Navigation on website,  visibility, readability, chatbot  integrations, user interface  Usability testing, Readability  testing, Eye tracking, Screen  reader validation, Chatbot  testing AI led design testing,  Emotion tracking,  Movement tracking Hotjar, Google  Anaytics, Delighted,  SurveyMonkey,  UserZoom 6 Web  Accessibility Conformance to web  accessibility guidelines as per  geography Checking conformance to  guidelines [Web Content  Accessibility Guidelines  (WCAG), Disability  Discrimination Act (DDA)  etc.) Persona based accessibility  testing Level Access, AXE,  Siteimprove, SortSite.<|endoftext|>7 Customer  Analytics Net Promoter Score, Customer  Effort Score, Customer  Satisfaction, Customer  Lifetime Value, Customer Turn  Rate, Average Resolution  Time, Conversion Rate,  Percentage of new sessions,  Pages per session Sentiment Analytics, Crowd  testing, Real time analytics,  social media analytics, IOT  testing AR/ VR testing, Immersive  testing Sprout Social, Buffer,  Google Analytics,  Hootsuite.<|endoftext|>8 Social Media  Integration Clickthrough rate, measuring  engagement, influence, brand  awareness Measuring social media  engagement, social media  analytics AR/VR testing, Advertising  Playbook, Streaming Data  Validation Sprout Social, Buffer,  Google Analytics, etc.<|endoftext|>Table 1 Holistic Customer Experience Validation and Trends \n\n---\n\n  Page: 4 / 8  \n\n---\n\n External Document \u00a9 2022 Infosys Limited Emerging Trends in Customer Experience Validation Below are few of the emerging trends that can help enhance the customer experience. QA team can use quantifiable attributes to  understand where exactly their focus is required.  Telemetry Analysis using AI/ML in  Customer Experience  Telemetry data collected from various  sources can be utilized for analyzing the  customer experience and implementing  the appropriate corrective action. These  sources could be the social media feeds,  various testing tools mentioned in Table 1,  web pages, etc. Analytics is normally done  through custom built accelerators using  AI/ML techniques. Some of the common  analytics are listed below: \u2022 Sentiment Analytics: Sentiment of  the message is analyzed as positive,  negative, or neutral \u2022 Intent Analytics: Identifies intent as  marketing, query, opinion etc.<|endoftext|>\u2022 Contextual Semantic Search (CSS):  Intelligent Smart Search Algorithm which  filters the messages into given concept.  Unlike the keyword-based search, here the  search is done on a dump of social media  messages for a concept (e.g Price, Quality,  etc.)  using AI techniques.  \u2022 Multilingual Sentiment Analytics:  Analyze sentiment based on languages \u2022 Text Analytics, Text Cleansing,  Clustering: Extracting meaning out of the  text by language identification, sentence  breaking, sentence clustering etc.<|endoftext|>\u2022 Response Tag Analysis: To filter pricing,  performance, support issues \u2022 Named entity recognition (NER): To  identify who is saying what on social  media posts and classify  \u2022 Feature Extraction from Text: Transform  text using bag of words and bag-of-n- grams \u2022 Classification Algorithms: Classification  algorithms assign the tags and create  categories according to the content.   It has broad applications such as  sentiment analysis, topic labeling, spam  detection, and intent detection.<|endoftext|>\u2022 Image analytics: - Identifying the  context of the image using image  analytics, categorizes the image and  sort them according to gender, age,  facial expression, objects, actions,  scenes, topic, and sentiment.<|endoftext|>Computer Vision Computer Vision helps to derive  meaningful information from images,  objects, and videos. With hyper  personalization of customer experience,  we need an intelligent and integrated  customer experience which can be  personalized by the people. While AI  plays an important role in analyzing the  data and recommend the corrective  actions, Computer Vision helps to capture  the objects, face expressions, etc. and  the image processing technology can  be leveraged to interpret the customer  response.<|endoftext|>Chatbot A chatbot is an artificial intelligence  software that can simulate a  conversation (or chat) with a user.  Chatbot has become a very important  mode of communication and most of  the enterprises use chatbots for their  customer interactions, especially in the  new normal scenario.<|endoftext|>Some of the metrics to measure  customer experience using a  chatbot are: 1. Customer Satisfaction: This metrics  will determine the efficiency and  effectiveness of chatbot. Questions  which can be included in this can be:  \u2022 Whether chatbot was able to  understand the query of the  customer?  \u2022 Was the response provided to the  specific query?  \u2022 Whether the query was  transferred to the specific agent  in case on non-resolution of the  query 2. Activity Volume: How frequently  is the chatbot used? Is the usage of  chatbot increasing or decreasing? 3. Completion Rates: This metric  measures the amount of time the  customer took. Also, the levels of  question asked by the customer.  It will measure the instance  when the customer opted to get  resolution from an agent and left  the chatbot. This will help identify  the opportunities to improve the  chatbot further, improving the  comprehension, scripts and adding  other functionalities to the chatbot.<|endoftext|>4. Reuse Rates: This metric will  provide the insight on the reuse of  chatbot by the same customer. This  will also enable to dive deep into  the results of customer satisfaction  metric, help us understand new  user v/s old user usage ratio and  allow us to conclude on re-usability  and adaptability of chatbot by  customers.  5. Speech Analytics Feedback: In this  speech analytics can be used to  examine customer interactions with  service agents. Some of the specific  elements to be noted include  tone of the call, frustration level  of customer, knowledge level of  customer, ease of use etc.<|endoftext|>Measuring Tools  Even though there are various  tools available from startups like  BotAnalytics, BotCore, CharBase,  Dashbot, etc., most of the QA teams are  measuring the Chatbot performance  parameters through AI/ ML utilities.<|endoftext|>\n\n---\n\n  Page: 5 / 8  \n\n---\n\n External Document \u00a9 2022 Infosys Limited Alternative Reality Alternative Reality includes augmented  reality (AR), virtual reality (VR) and mixed  reality.  AR is in many ways adding value to  the customer experience of an enterprise  by providing an interactive environment  and helps them to stay ahead of their  competitors. The data points used to  measure it overlap with those of website  and app metrics, with addition of a few  new points to be measured.<|endoftext|>Some of the additional metrics to  measure customer experience in  Alternate Reality: 1. Dwell time: Total time spent on the  platform. More time spent on platform  being the positive outcome 2. Engagement: Interaction with the  platform. More the engagement better  is the outcome.<|endoftext|>3. Recall: Ability to remember. Higher  recall rate indicates proper attention  and guides us on the effectiveness of  the platform 4. Sentiment: Reaction. Positive,  Negative and Neutral. This will assist in  understanding the sentiment.<|endoftext|>5. Hardware used: Desktop, laptop, tablet,  mobile etc.  Measuring Tools There is not much automation done in  AR/ VR experience validation. Custom  built utilities using Unity framework  can be explored to measure the AR/ VR  experience.  Brain computer interface A brain computer interface (BCI) is a system  that measures activity of the central nervous  system (CNS) and converts it into artificial  output that replaces, restores, enhances,  supplements, or improves natural CNS  output, and thereby changes the ongoing  interactions between the CNS and its  external or internal environment. BCI will  help in personalizing the user experience by  understanding the brain signals from a user.<|endoftext|>Metrics to measure customer  experience in BCI: 1. Speed - Speed of the user\u2019s reaction.  Higher the speed, more is the user  interest on digital print.<|endoftext|>2. Intensity - Intensity of user\u2019s reaction  towards a digital presence will help  understanding the likes and dislikes of user.<|endoftext|>3. Reaction - This will help understand  the different reactions on digital  interaction.<|endoftext|>Measuring Tools Open-source tools like OpenEXP,  Psychtoolbox, etc. can be leveraged  to build custom built utilities for  measurement of the above metrics {{ img-description : a person is holding an ipad with location & shopping app in the view, in the style of photobashing, rounded shapes, light emerald and violet, blink-and-you-miss-it detail, precision, david brayne, sharp focus }} \n\n---\n\n  Page: 6 / 8  \n\n---\n\n External Document \u00a9 2022 Infosys Limited With multiple channels to interact with  the end customers, companies really  looking at ensuring the digital quality  assurance in a faster and in a continuous  way. To reduce time to market, customer  experience assurance should be automated  with more and more infusion of AI and  ML. Further, quality assurance should  be in an end-to-end manner, where the  developer can ensure the quality even  before the application is passed to QA.  With the adoption of DevSecOps, customer  experience assurance should be an  ogoing process which goes beyond the  conventional QA phase  Some of the technical challenges in  automation are: \u2022 Services offered by company should have  a seamless experience with all distribution  channels (Web, mobile, Doc, etc.).<|endoftext|>\u2022 Early assurance during development \u2022 Ensure regulatory compliance \u2022 Collaboration environment for  developers, testers, and auditors with  proper governance  \u2022 On demand service availability \u2022 Automating the remediation and  Continuous Integration \u2022 Actionable insights \u2022 Scoring mechanism to benchmark \u2022 Integration with Test and Development  tools The above challenges will call for a fully  automated customer experience platform  as depicted below: Automation in Customer Experience Assurance Figure 2 Automation approach for evaluating holistic customer experience An automation approach should be  comprehensive enough to provide a  collaboration environment between  testers, developers, auditors, and the  customers. It needs accelerators or  external tools to measure and analyze  various aspects of customer experience.  Cognitive analysis to ensure continuous  improvement in customer experience is  a key success factor for every enterprise.   As shown in the picture, complete  automation can never be achieved as  some assistive or manual verification is  required. For example, JAWS screen reader  to test the text to speech output. Also, the  platform needs to have the integration  capabilities with external tools for end-to- end test automation.<|endoftext|>IDE plugins for shift left  remediation Online Experience Audit  Services APIs and CI/CD plugins Accessibility Analyzer Sentimental Analytics Visual Consistency checker Google APIs Intelligent application  crawler Cognitive analysis  Dashboards & Reports Cloud Environments with  multi browser & device  PCloudy Applitools ALM JiRA Subscription &  Administration Scheduler Tool adapters External IPs Accelerators Usability Analyzer User touch  points Platform  component Accelerators/ tools Others  Manual Assistive  technologies \n\n---\n\n  Page: 7 / 8  \n\n---\n\n Conclusion As the digital world is moving towards  personalization, QA teams should  work on data analytics and focus on  analyzing user behavior and activities,  leveraging various available testing  tools. They should also focus on  adapting new and emerging testing  areas like AI based testing, Persona  based testing, Immersive testing, 2D  illustration testing etc. These new  testing areas can help in identifying  the issues faced in providing the best  customer experience, quantify the  customer experience and can help in  improving it.<|endoftext|>Since there is considerable amount  of time, money and effort are put  into QA., for ensuring good ROI, QA  team should start taking customer  experience as a personality-based  experience and work upon all major  aspects mentioned above. QA teams  should look beyond the normal  hygiene followed for digital platforms,  dig deeper and adapt a customer  centric approach in order to make  digital prints suitable to the user in all  the aspects.<|endoftext|>{{ img-description : hands holding a phone with a star rating on it, in the style of interactive experiences, futurist claims, expert draftsmanship, meticulous attention to detail, precision and detail-oriented }}  External Document \u00a9 2022 Infosys Limited \n\n---\n\n  Page: 8 / 8  \n\n---\n\n \u00a9 2022 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com  Infosys.com | NYSE: INFY Stay Connected About the \nAuthor Saji V.S     Principal Technology Architect References 1. Customer Experience Validation - Offerings | Infosys 2. https://www.gartner.com/imagesrv/summits/docs/na/customer-360/C360_2011_brochure_FINAL.pdf 3. The Future of CX 2022, a trends report by Freshworks    \n\n\n***\n\n\n  "}
+{"text": "# Infosys POV \nTitle: Reinventing the CSP Product Lifecycle Management for Digital Ecosystems \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 16  \n\n---\n\n An Infosys Consulting Perspective By Sagar Roongta, Kiran Amin and Thiag Karunanithi Consulting@Infosys.com | InfosysConsultingInsights.com REINVENTING THE CSP  PRODUCT LIFECYCLE  MANAGEMENT FOR  DIGITAL ECOSYSTEMS How to sustainably manage product portfolio  complexity in the digital age? \n\n---\n\n  Page: 2 / 16  \n\n---\n\n CONTENTS 2 1.<|endoftext|>Introduction 2.<|endoftext|>Unified PLM Framework 3.<|endoftext|>Components of Unified PLM 4.<|endoftext|>Recommendations for CSPs 5.<|endoftext|>Infosys PLM Maturity Model Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 3 / 16  \n\n---\n\n Generating new sources of revenue & free cash  flows are the top priorities for CSP CEOs in 2023 In our regular interactions with Communication  Service Providers (CSPs) across Asia Pacific,  increasing revenue growth is a key priority for  executive leadership. The traditional revenue  sources have diminished while any price  increase will prove to be an extremely sensitive  subject for price savvy customers. The COVID- 19 pandemic allowed CSPs to emerge  unscathed, or at least to re-think how they now  commit substantial investments to expand  their 5G networks and open additional revenue  sources.<|endoftext|>As per Gartner\u2019s 2023 Board of Director\u2019s  Survey, 46% of boards wanted to expand new  product lines, to create new growth  opportunities.  In this environment, CSPs have  expanded to occupy the role of digital  ecosystem gateways, acting as a marketplace  operator where consumer and enterprise  customers can buy bundled service offering(s)  within an enclosed ecosystem and CSP  partners. These ecosystem partners vary from  digital content providers, gaming fintech,  financial services, cybersecurity, insurance, and  health-tech companies seeking to access the  digital ready customer portfolio of CSPs.  Through these mass-personalized offerings,  CSPs could increase customer stickiness and  reinforce core business goals. For the end- consumer, their CSP becomes not just a  connectivity provider but an incumbent one- stop-shop for digital services. Consequently, as  per a recent IDC report, one in three CSP is  expected to generate more than 15% of their  overall revenue from new digital products and  services, compared to one in six in 2020. 1,2 INTRODUCTION 3 Did You Know? As per a recent IDC report, one in  three CSP is expected to generate more  than 15% of their overall revenue from  digital products and services, compared  to one in six in 2020.<|endoftext|>Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting How should CSPs manage their product portfolios  as they launch plethora of new 5G, digital  and innovative offerings? \n\n---\n\n  Page: 4 / 16  \n\n---\n\n INTRODUCTION 4 As an ecosystem provider, CSPs would be  operating in a dramatically different business  model. Newer, open, and more complex  offerings must be introduced to markets  quickly, which requires more investments and  collaboration, while the lifecycle of each  product must be better controlled from  financial and technological perspectives.  However, the existing CSP product portfolio is  already overly complex, and the product  development process is highly bureaucratic as  it currently functions on legacy systems,  processes, and historical ways of working.  Furthermore, mistakes or shortcomings  perceived in the products or product designs  reach the market because the company cannot  react to market changes quickly enough. The  slowness of an end-to-end process means that  companies are unable to bring its products to  market in rhythm with customers\u2019 wishes,  market changes, and set timetables or to  collect the greatest possible product margin.  Subsequently, CSPs are forced to undergo  expensive product rationalization exercises to  cull out redundant or non-profitable offerings.  Hence, to succeed in the dynamic ecosystem  era, CSP would need to reimagine how they  develop new products whilst innovating and  managing their lifecycles. This requires a deep  dive into their existing product lifecycle  approach from a piecemeal activity to a next  generation product lifecycle management  approach. How and at what level of each  company conducts its product lifecycle  management implementation depends on  several factors that can be explained through  the Unified PLM Framework.<|endoftext|>For sustainable digital ecosystem success, CSPs  need to re-imagine their PLM activities as a  strategic initiative Did You Know? According to Bain\u2019s Digital GPS  Benchmark, more than half of respondents  from telecom industry, said that automation  of back-office operations like PLM, as their  top digital priority3 Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 5 / 16  \n\n---\n\n The Unified Product Lifecycle Management  (Unified PLM) is a comprehensive approach to  implementing product lifecycle strategy in a  telecom organization. It integrates a  comprehensive PLM strategy, a modular  product architecture, an efficient PLM process  design and enabling data & technology  architecture that saves time, reduces product  complexity, and excels in a multi-party  environment. It creates a framework to capture  insights across lifecycle phases to rapidly  create new offerings while having an  automated process to right-size unused  offerings.4 It starts with setting up a PLM strategy and  governance structures that defines the  stakeholders critical to implement a product  architecture relevant for the digital age which  need not be complex but simplified and  modularized. Subsequently, the enabling  processes and technology are implemented to  execute the product portfolio and lifecycle  strategy.  The unified PLM framework has five key  components: Unified PLM is a holistic framework for PMs to  save time and reduce costs in a multi-party world UNIFIED PLM FRAMEWORK 5 \u2022 Strict process stage gates \u2022 IT change & configuration  management \u2022 Process improvement  initiatives \u2022 Product retirement process \u2022 Process support systems \u2022 Decision support system \u2022 Product data management  and policies \u2022 Process efficiency tools \u2022 PLM maturity  assessment \u2022 Product portfolio &  PLM alignment \u2022 PLM governance  framework \u2022 Incorporation of  product variants \u2022 Organizational structure \u2022 Roles and responsibilities \u2022 Skill & Resources  allocated \u2022 Multi-party collaboration \u2022 Modular marketing  product structure \u2022 Product rules governance \u2022 Modular process design  \u2022 Reusability of  components PLM Strategy PLM Process Excellence Data & Technology Product Design Organization & People Unified PLM Framework Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 6 / 16  \n\n---\n\n The PLM strategy is the foundational rail on  which the organization embarks on  transforming its PLM activities. It is an optimal  alignment between the need for innovation  and marketing priorities with a governance  mechanism that effectively addresses the PLM  priorities. It allows for seamless  synchronization of product development,  market management, and retirement  processes. It also sets the necessary  governance and control mechanisms to detect  and mitigate potential threats. However, CSPs  should be wary of implementing a one-size- fits-all approach to all products in the portfolio;  they should treat various products differently  based on their operating model, product  complexity and lifecycle behavior.<|endoftext|>For example, a device bundled with mobile  plans have a limited shelf-life; hence the PLM  Strategy should be agile to respond faster to  any type of change while enterprise products  have a longer shelf-life to allow for market  development and sales cycles. Hence, an  effective PLM strategy creates a framework for  managing distinct product variants within the  strategic priorities.  Unified PLM begins from strategy to create the  rails on which people & products are organized COMPONENTS OF UNIFIED PLM 6 PLM Strategy 1 PLM Governance 2 Alignment to Product Portfolio  Strategy 3 PLM Process Variants PLM Strategy Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 7 / 16  \n\n---\n\n COMPONENTS OF UNIFIED PLM PLM activities cut across different stakeholders  such as product marketing, sales, technology,  customer management, business intelligence  and finance teams. And in an unstructured  environment, these activities are conducted on  an ad-hoc basis by individual functions. And  consequently, conflicts between stakeholders  are quite common. Various case studies have  demonstrated that more conflicts lead to a  higher probability of final product failure.  Hence, for a sustainable PLM success, an  organizational structure must be present where  all the relevant departments & teams can  efficiently collaborate and coordinate.<|endoftext|>CSPs have traditionally implemented a  divisional structure or a matrix structure where  group managers from distinct functions  collaborate to develop new products. However,  with the number of parties spreading across  multiple organizations, new organizational  models must be considered. Implementing new  structures include offering management  squads or agile product teams to independently  execute the PLM strategy within their  organizations. These squads are accountable  for the entire lifecycle of an offering, including  validating the need in the marketplace and  conducting the impact analysis on engineering,  sales, support, and budgeting. In addition, these  squads have the mandate to work across  business units and disciplines to harness the  company\u2019s entire arsenal of talent and  knowledge base. These structures could be  customized based on process variants and the  strategic necessities of the company.  7 Organization & People 1 PLM Organization 2 Responsibility Assignment 3 Employee Empowerment Organization & People Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 8 / 16  \n\n---\n\n What is modularization? Modularization is an activity of dividing a  product or process into logical and  interchangeable modules. The objective is to  create a flexible system that enables creation  of different configurations, while reducing the  need to create unique building blocks each  time.6 Benefits of a modular system are  numerous: \u2022 Higher efficiency as modules can be  consolidated across different products \u2022 Higher agility as changes & modifications  can be isolated to specific modules, enabling  others to remain unchanged \u2022 Higher flexibility as mass customization on  individual module can be achieved at scale The product design component aims to enable  product component reusability by defining the  constraints and rules for decomposing the  product functionality into meaningful modules  with a coherent product data model. For CSPs,  the product structure includes breaking down  the product offer and reusing the individual  service modules from a market, technical and  operational perspective. A modular market  perspective includes cross-linkage between  aspects like tariff plans, fees, market segments,  etc. A technical perspective includes  decomposing the product offering into  individual product, service, and resource  modules. Finally, an operational perspective  includes reusing process modules such as  fulfillment, assurance, and billing processes  independent of the product type. Important  advantages of a modular product design  include faster time to market, more efficient  development, better innovation ability and  lesser operational costs as complex systems  become easier to manage; parallel activities  can operate independently, reusability of  existing components, and faster fault  localization.  The product model defined as per the SID  framework by TM Forum is a classic example of  a modular product architecture.5 COMPONENTS OF UNIFIED PLM 8 Product Design 1 Modular Marketing Product  Design 2 Product Rules Governance 3 Modular Process Design Product Design LOW HIGH HIGH No. of product variants offered  to customers Cost efficiency of  product portfolio LOW Customization Standardization Modularization Relative cost efficiency with the increase  in product variants in the market Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 9 / 16  \n\n---\n\n A  typical PLM process includes six phases - ideation, design, development, go-to-market,  sales, and finally, retirement. Most CSPs have a  well-documented product lifecycle  management process of end-to-end activities  however, the presence of a process excellence  framework is rarer or if one does exist, it needs  to be more effectively applied.<|endoftext|>PLM process excellence embeds the  continuous improvement in the PLM process,  aligning with the strategic PLM goals. It  includes unambiguously defining relevant  activities, their sequence, data requirements  and configuration. In addition, it also defines  the roles and responsibilities of the product  organization throughout the value chain to  ensure proper execution. The critical elements  within PLM process excellence includes  definition of stage gates that ensure that the  product satisfies the minimum criteria to move  to next lifecycle phase, standardization of  various process variants and a regular  retirement process.7 A regular rules-based product retirement  process is critical in making the product  offerings more targeted and manageable and  eliminates the need for product rationalization  activities every few years.  COMPONENTS OF UNIFIED PLM 9 PLM Process Excellence 1 Continuous Process  Improvement PLM Process Excellence 2 Strict Process Stage Gates 3 IT Change & Configuration  Management 4 Retirement Management                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   Standard PLM Process Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 10 / 16  \n\n---\n\n The objective of Data & Technology component  is to provide frameworks that increase the  efficiency of the PLM process execution while  making it more efficacious. Informed by the  product design and PLM process components,  it helps in implementing these components in a  business environment.  The product data management forms the  backbone for managing and controlling the  lifecycle of a product. It starts from the market  research and business planning data to the  subsequent product performance and eventual  retirement justification. A well-constructed  PDM framework enables all stakeholders to  capture, communicate and disseminate all  heterogeneous data throughout its lifecycle. It  helps in speeding up product development,  reduce errors and increase efficiency of  resources.  The technology component includes two key  elements \u2013 process support systems and  decision support systems. Process support  systems include RPA or workflow management  system for automated process implementation,  decision gate evaluation, process compliance  and automated triggers. Decision support  systems include machine learning and AI-based  tools that improve the decision-making  capabilities to identify new product  opportunities and proactively retire products  that are underperforming.  COMPONENTS OF UNIFIED PLM 10 Data & Technology 1 Process Support Systems 2 Decision Support Systems 3 Product Data Management Data & Technology Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 11 / 16  \n\n---\n\n More than ever, customers are expecting more  for less. To manage now and future needs,  CSPs must understand their own core  capabilities and have the expertise, agility, and  flexibility to react to meet demand and  ultimately remain relevant.  Developing a strategy that balances internal  barriers and constraints, whilst integrating  organization goals and vision is by no means an  easy task. This coupled with external  competition has intensified the entire PLM  playing field, thus essential for CSPs to  understand the \u2018real\u2019 opportunity within that if  managed and executed well, will lead to create  value across the board.<|endoftext|>CSPs across the world have approached their  PLM initiatives that vary on a broad spectrum  of parameters from ad hoc manual activities to  the use of AI & machine learning algorithms to  recommend product lifecycle actions. The  effectiveness of these initiatives naturally  would be determined against internal as well as  external factors. However, implementation of  any PLM project requires an extensive change  in intra and inter-organization processes, new  types of skills and capabilities, and more than  that, an organization wide cultural and  strategic transformation. Hence, any PLM  initiative would require strategic commitment  and resources. 8 As a first step towards that initiative, a maturity  model can help CSPs to assess as-is while  giving a guided path to advance their PLM  capabilities for the future.  Evaluate your as-is PLM capabilities by  determining your organization\u2019s PLM maturity RECOMMENDATIONS FOR CSPs 11 Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 12 / 16  \n\n---\n\n PLM Maturity Model Infosys Consulting has developed the PLM  Maturity Model based on industry research,  best practices and external trends to assess the  relative CSP performance on PLM.  It is a scientific method to rate the performance  of individual component against the best-in- class industry standards and identify  opportunities for improvement. It considers not  only existing PLM initiatives but also the  relevant market trends, customer readiness  and competitive profile to rate the  performance of a CSP on their maturity state Infosys\u2019s PLM Maturity Model categorizes CSPs  into 5 maturity levels: 1.<|endoftext|>Ad-hoc: Ad-hoc is the preliminary maturity  state where there is no evidence of a PLM  strategy and vision. This stage is often  characterized by inconsistent processes,  monolithic product structure and absence  of enabling process and technological  framework. The lifecycle activities often are  executed on a case-by-case basis by  individual functions in the organization for  a specific need.  The PLM maturity model assesses relative  performance to recommend next course of action INFOSYS PLM MATURITY MODEL 12 Infosys PLM Maturity Model Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 13 / 16  \n\n---\n\n INFOSYS PLM MATURITY MODEL 13 2. Structured: In a structured state, a high- level PLM strategy and governance is  present which defines PLM objectives and  participating stakeholders. This structured  state incorporates basic process and  governance framework to increase  efficiency with a singular focus on reducing  time to market.  3.<|endoftext|>Integrated: An integrated maturity state  increases the PLM coverage with different  product variants and parties included in the  PLM activities. Considering disparate  product variants, integrated state CSPs are  able to modularize their product  architecture that is scalable across different  product offerings and operating models.<|endoftext|>4. Automated: In an automated maturity  state, CSPs incorporate multiple systems  and tools to automate their PLM  implementation. This includes use of a  centralized product data management  capability and use of process support  systems to track and manage product  lifecycle stage.  5. Adaptive: CSPs in the adaptive maturity  state, increasingly use AI and Machine  Learning algorithms to analyze and predict  the performance of the marketed products.  AI-based tools help CSPs to analyze  customer behavior to recommend product  offering ideas and process automation  opportunities for better PLM outcomes.  Common Pitfalls On their path to achieving PLM  transformation, CSPs need to avoid certain  common pitfalls: \u2022 Lack of executive commitment - PLM cannot  be treated as a siloed initiative, its  sponsorship must have the right  organizational backing.<|endoftext|>\u2022 Fragmented governance - where PLM is not  defined or limited with no real controls.<|endoftext|>\u2022 Limited process standardization across  departments, making it more a free for all  rather than centralized and cohesive  \u2022 Lack of empowerment and resources  allocated to the PLM organization to  implement change  \u2022 Visibility of product data \u2013 to support  decision making and product performance \u2022 Inability to utilize new emerging technologies  \u2013 use newer technologies to support PLM  process e.g., advanced data analytical tools,  AI, ML etc.  \u2022 Proliferation of products \u2013With the  improvement in product go-to-market  timelines, avoid creating new superfluous  offerings  Although daunting, it is not an impossible task  to move away from more traditional CSP  behaviors, the key to progression and moving  forward is to first understand where you  currently are and how incrementally you can  move in the right direction.<|endoftext|>Hence, it is now very important for CSPs to  consider self-maturity assessment.  Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 14 / 16  \n\n---\n\n Take the Maturity Health Check NOW The Infosys consulting maturity health check  will allow CSPs to:: \u2022 Evaluate PLM health and performance  against best-in-class operationalized  processes and technology  implementations \u2022 Quickly identify and pinpoint areas with  biggest improvements and business gain \u2022 Execute a plan of how to take current as- is and \u201cupgrade\u201d to the next maturity  state  \u2022 Use a scientific approach to objectively  assess performance against PLM  company wide objectives \u2022 Implement a PLM monitoring framework  to assess different components on a  continual basis INFOSYS PLM MATURITY MODEL 14 SAGAR ROONGTA Consultant Singapore +65 8264 6036 Sagar.Roongta@infosysconsulting.com MEET THE EXPERTS AUTHORS KIRAN AMIN Senior Principal Singapore +65 9742 7657 Kiran.Amin@infosysconsulting.com Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting THIAG KARUNANITHI Associate Partner Australia +61 4064 2736 0 Thiag.Karunanithi@infosys.com \n\n---\n\n  Page: 15 / 16  \n\n---\n\n 1.<|endoftext|>https://www.gartner.com/en/articles/see-the-key-findings-from-the-gartner-2023-board-of- directors-survey 2. https://www.idc.com/getdoc.jsp?containerId=prAP49619722 3.<|endoftext|>https://www.bain.com/insights/digital-transformation-what-matters-most-in-your-sector- interactive/ 4. https://www.researchgate.net/publication/204100092_Next_Generation_Telco_Product_Lifecy cle_Management_- _How_to_Overcome_Complexity_in_Product_Management_by_Implementing_Best- Practice_PLM 5. https://www.tmforum.org/oda/information-systems/information-framework-sid/ 6. https://www.modularmanagement.com/blog/all-you-need-to-know-about-modularization 7.<|endoftext|>https://www.productfocus.com/product-management-resources/infographics/product- management-lifecycle/ 8. https://link.springer.com/article/10.1007/s00170-013-5529-1 REFERENCES 15 Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 16 / 16  \n\n---\n\n consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world\u2019s most recognizable  brands transform and innovate. Our consultants are industry experts that lead complex change agendas  driven by disruptive technology. With offices in 20 countries and backed by the power of the global Infosys  brand, our teams help the C-suite navigate today\u2019s digital landscape to win market share and create  shareholder value for lasting competitive advantage. To see our ideas in action, or to join a new type of  consulting firm, visit us at www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  \u00a9 2023 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this  document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names, and other such  intellectual property rights mentioned in this document. Except as expressly permitted, neither this document  nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means,  electronic, mechanical, printed, photocopied, recorded or otherwise, without the prior permission of Infosys  Limited and/or any named intellectual property rights holders under this document.    \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: The right approach to testing interoperability of healthcare APIs under FHIR \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 8  \n\n---\n\n VIEW POINT THE RIGHT APPROACH TO TESTING  INTEROPERABILITY OF HEALTHCARE  APIs UNDER FHIR \n\n---\n\n  Page: 2 / 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited External Document \u00a9 2020 Infosys Limited Abstract Historically, the lack of mutual data  exchange on patient health between  entities in the healthcare industry has  impaired the quality of patient care. This  has led to poor health outcomes and  increased costs for patients. The Trump  administration\u2019s MyHealthEData initiative  has the stated objective of placing the  patient at the center of the US healthcare  system. The initiative aims to promote  interoperability of patient health data  between entities using latest technologies  such as cloud and APIs.<|endoftext|>This paper outlines the test approach  to ensure compliance with the CMS  (Centers for Medicare and Medicaid  Services) payor policies mandate effective  July 2021. The paper explains 3 simple  steps for interoperability of cloud/on- premises healthcare APIs between payors  and providers as per Fast Healthcare  Interoperability Resources (FHIR)  guidelines using the Infosys FHIR testing  solution. This solution has been built on  the proven Infosys Interoperability Test  Automation Framework that leverages  open-source tools, cloud components, and  test servers.<|endoftext|>\n\n---\n\n  Page: 3 / 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited External Document \u00a9 2020 Infosys Limited Introduction All healthcare payors, providers, and  stakeholders need to ensure that their  systems are truly interoperable based on  Fast Healthcare Interoperability Resources  (FHIR) guidelines. Organizations are seeking  to minimize the manual effort involved  in ensuring data integrity and real-world  testing as per these guidelines. The need  of the hour is test accelerators that can  seamlessly integrate with FHIR cloud/ on-premises servers to run automated  conformance and data validation tests.<|endoftext|>Fragmented data consolidation Currently, organizations have non-standard  data consolidation architecture due to  the nature of their source systems. To be  CMS (Centers for Medicare and Medicaid  Services) certified, organizations must  implement FHIR-compliant microservices- based architecture for API enablement  including authentication and security  policies. This adds additional complexities  for testers to validate data accuracy and  performance at the FHIR layer (cloud/ on premise) in addition to specification  conformance validation.<|endoftext|>Any test strategy to achieve FHIR  compliance must be carefully structured  to mitigate all known challenges. To begin  with, organizations must finalize their  API end-to-end operating model, cloud/ on-premises implementation strategy,  consent management, and intermediate  data aggregation strategy so that we  understand the various stages that need  FHIR testing.  Key challenges Adoption and interpretation  of FHIR standards FHIR standards have base rules,  constraints, and other metadata that  make them complex to interpret and  derive conformance scenarios. FHIR  regulated payors and providers will be  required to implement FHIR compatible  cloud/on-premises based healthcare APIs  considering different market segments  like Medicare, Medicaid, and any other  state-specific inclusions. They also need  to enable various FHIR resources such as  diagnostics, medication, care provision,  billing, payments, and coverage to  be accurate and accessible as per the  standard SLAs for patient and provider.<|endoftext|>Real world testing This is a gray area at this initial stage  because of the lack of a SMART application  (a user-facing application that connects  to payors or providers for a patient\u2019s  health records). This limits the process of  simulating and validating complete end- to-end testing for FHIR conformance. A  payor or provider must qualify themselves  as FHIR compliant both internally and  externally through acceptance from  consumers. To achieve acceptance, a  payor needs to conduct multiple tests to  cover data integrity, conformance, and  consumer registration and consent as per  FHIR guidelines. Tests need to be conducted  between peer-to-peer servers, client to  server, and from a standalone server to a  proven FHIR-compatible test framework.<|endoftext|>Infosys 3-step process for  interoperability testing Infosys recommends these 3 simple steps  to achieve interoperability of cloud/on- premises healthcare APIs between payors  and providers as per FHIR guidelines Step 1 \u2013 Functional/non- functional testing  The primary focus areas of functional  testing are: \u2022 Conformance (structure and behavior)  validation based on FHIR specifications \u2022 Data validation of cloud/on premise- based healthcare APIs through the  original source or from intermediate  data aggregation or virtualization. If  an organization considers any data  aggregation before FHIR mapping, then  additional testing around data quality  should be done to ensure source data is  aggregated correctly at the FHIR layer  Non-functional testing such as  performance and security testing are  equally important given that APIs are  exposed externally using OAuth2.0 or  OpenID connect protocols.<|endoftext|>\n\n---\n\n  Page: 4 / 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited External Document \u00a9 2020 Infosys Limited Step 2 \u2013 Regulatory  compliance testing This validation should ensure payor or  provider complies with the guidelines  defined by CMS and FHIR. The primary  focus of regulatory compliance testing  is on features mandated by HealthIT  standards which includes self- discoverability, capability statement,  authentication/authorization, FHIR  conformance and so on. Every payor must  undergo this testing so that they can pass  the CMS certification within the given  deadline.<|endoftext|>\n\n---\n\n  Page: 5 / 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited Step 3 \u2013 End-user beta testing There are several third-party healthcare  applications (cloud/on-premises) that are  under development by Apple, Amazon,  Google, and other payor/vendors that are  registered in their respective developer  portals. Our strategy involves partnering  External Document \u00a9 2020 Infosys Limited with these vendors and using their beta  applications to integrate with payor FHIR  servers. This will provide payors early  confidence in terms of usability and  conformance with regulation.<|endoftext|>Figure 1 below depicts an end-to-end  automated test-driven development flow  of Infosys Interoperability Test Automation  Framework covering the 3-step testing  procedure. The framework leverages  Infosys FHIR Testing Solution, open-source  tools, cloud components, and test servers  to achieve FHIR compliance seamlessly  across various healthcare entities within a  short time to market.<|endoftext|>Figure 1: Infosys Interoperability Test Automation Framework \n\n---\n\n  Page: 6 / 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited External Document \u00a9 2020 Infosys Limited The road ahead Today, organizations are focused on  getting their FHIR-compliant cloud/on- premises based patient access API and  provider directory API up and running.  However, organizations must also think  of other policies specified in the CMS final  rules. These include payor to payor data  sharing, improving user experience for  the beneficiary, and admission/discharge/ transfer event notifications. With such  requirements in mind, payors and vendors  need to think about developing a scalable  test automation framework that not only  works between payors and consumers but  also across payors.  Infosys is enhancing the capabilities of its  FHIR testing solution so that it is future  ready.<|endoftext|>\n\n---\n\n  Page: 7 / 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited Conclusion  Establishing end-to-end testing for FHIR  guidelines compliance across healthcare  payors and third-party vendors comes with  its own challenges and complexities. The  only way forward is based on the final CMS  interoperability rule.  A solution that ensures fast and effective  delivery of FHIR rules to consumers should  focus on two key aspects: \u2022 Building configurable FHIR accelerators  with the ability to support cloud/on- premises FHIR servers \u2022 Identifying FHIR-compliant consumers for  continuous testing practices The end goal is to build a test approach  that can be scaled rapidly based on the  rate of increase in FHIR adoption by payors,  providers and consumers.<|endoftext|>External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 8 / 8  \n\n---\n\n \u00a9 2020 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com  Infosys.com | NYSE: INFY Stay Connected https://www.cms.gov/Regulations-and-Guidance/Guidance/Interoperability/index https://inferno.healthit.gov/inferno/ https://www.aegis.net/touchstone.html https://projectcrucible.org/ https://www.logicahealth.org/solutions/fhir-sandbox/ https://fhir.cerner.com/smart/ https://apievangelist.com/2019/09/18/creating-a-postman-collection-for-the-fast-healthcare-interoperability-resources-fhir-specification/ https://hapifhir.io/hapi-fhir/docs/validation/introduction.html About the \nAuthor  Amit Kumar Nanda, Group Project Manager, Infosys References:   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: Test automation framework \u2013 how to choose the right one for digital transformation? \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 4  \n\n---\n\n VIEW POINT TEST AUTOMATION FRAMEWORK \u2013  HOW TO CHOOSE THE RIGHT ONE FOR  DIGITAL TRANSFORMATION? \n\n---\n\n  Page: 2 / 4  \n\n---\n\n What is a test automation  framework and what are its  different types? A test automation framework is a combin-  ation of guidelines, coding standards,  concepts, practices, processes, project  hierarchies, reporting mechanism, test  data, to support automation testing.  A tester follows these guidelines  while automating applications to take  advantage of various productive results.<|endoftext|>Introduction Digitalization and the disruption caused by the adoption of digital technologies are rapidly changing the world. Speed matters a lot in all  IT operations, and this calls for a paradigm shift in quality assurance (QA). Quality at high speed is the key focus in digital assurance, and  organizations want to deliver quality products much faster than ever before. This is making QA teams to bank on test automation. From the  initial automation of regression tests, the industry is moving towards progressive automation and day one automation. At the same time,  extreme automation and zero touch automation are the buzz words in the QA world these days.  Various advancements have evolved in the area of automation testing. However, it is critical that organizations choose the right automation  framework, which is considered a critical factor for its success. In this document, we will explore the different types of automation  frameworks, and how to choose the right framework which will help in achieving the digital assurance goals of the organizations.<|endoftext|>There are many types of test automation  frameworks available in the market, and  the most popular ones are listed here.  Each one of these frameworks has their  individual characteristics and features.<|endoftext|>Let us now examine some of the popular  frameworks and understand their pros,  cons, and usability recommendations: Linear Functional Decomposition /Modular Data Driven Keyword Driven Hybrid BDD Automation Framework Types Keyword-driven framework In the keyword-driven framework, testers  create various keywords and associate  different actions or functions with each  of these keywords. Function library  contains the logic to read the keywords  and call and perform the associated  actions. Generally, test scenarios are  written in excel sheets. The driver script  reads the scenario and performs test  execution. This is used in situations  where the testers who create test scripts  the strengths of the different frameworks  and mitigates their weaknesses. It  is highly robust, flexible, and more  maintainable. However, this requires  strong technical expertise to design and  maintain.<|endoftext|>  Behavior-driven development  framework Behavior-driven development (BDD)  framework automates validations in  an easily readable and understandable  format to business analysts, developers,  testers, etc. Such frameworks do not  necessarily require the user to be  acquainted with any programming  language. There are different tools  available for BDD like Cucumber, JBehave,  and more which work along with other  test automation tools.  This framework is  more suitable for applications using agile  methodology and where user stories and  early automation are required. It focuses  on the behavior of the system rather than  the implementation aspect of the system.   The traceability between requirements  and scripts is maintained throughout, and  test scripts are easy to understand for the  business users.<|endoftext|>Pillars of the right framework  for the digital era Automation can improve quality and  lead to higher testing efficiency. Hence,  it is important to plan it well and make  the right choice of tools and frameworks.  When test automation uses the right  framework based on the context, it  yields great benefits. Hence, it is worth  understanding the key requirements of  the framework, before choosing the   right one.<|endoftext|>have less programming expertise,  whereas framework creation is done by  automation experts Hybrid framework The hybrid automation framework is  created by combining distinct features of  two or more frameworks. This enhances  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 4  \n\n---\n\n Some key aspects of automation  framework to look for during the digital  assurance journey are provided below: Extreme automation Digital transformation programs, big  data, cloud, and mobility are changing  the way testing is being done. Leaders  in testing are moving towards extreme  automation to achieve a faster time  to market. Extreme automation is the  key, and automating every part of the  testing process instead of just regression  is crucial now. A framework which is  more scalable and facilitates lifecycle  automation as well as broader test  coverage is needed for digital assurance  programs.<|endoftext|>Technology and tool agnostic  approach The landscape of tools in QA is becoming  wider day by day. There are too many  tools and frameworks, which poses a lot  of integration challenges. Hence, it is  imperative to choose a framework which  is technology and tool agnostic and  supports various tools and technologies.  The framework needs to address  enterprise-level automation strategy and  goals instead of catering to just a single project goals.<|endoftext|>Script less capabilities Automate the automation, and look out  for scriptless automation avenues.  Most  software testers and business users find  it challenging to learn programming  languages such as Java, Visual Basic,  etc. well enough to write the scripts  that the test automation demands.  There are frameworks and accelerators  available with user-friendly graphical  user interfaces (GUI) which help to create  automation scripts in a much easier way  than having to know and write code in  any specific programming language.  Choosing a framework which helps to  create a test script from the recorded  script or based on the input from a  spreadsheet will help in accelerating  automation and reduce dependency on  skilled resources.<|endoftext|>True shift left attitude Digitalization and frequent releases call  for day one automation. Gone are the  days when the automation team would  wait until the application is built and  start automation activities thereafter.  The need of the hour is to shift extreme  left and start automation during the  requirement gathering phase of the  systems development life cycle (SDLC)  itself. Automation framework with  exhaustive reusable library and support  for BDD will help both business users  and QA teams to start automation  activities early in the life cycle.<|endoftext|>Omnichannel, mobility, and  cloud features Organizations today are focusing more  on digital assurance, but it is important  to test real user behaviors and to test on  multiple devices such as various mobiles,  tablets, platforms, and such. Hence,  the chosen test automation framework  needs to facilitate testing on multiple  devices to ensure a uniform experience  across devices. If the framework supports  the reuse of the script used for online  or desktop testing for mobile testing as  well with minimal rework, it will help in  saving much effort. When addressing the  multifaceted needs of mobile testing,  conducting comprehensive testing  across hundreds of different devices,  brands, models, and different operating  system combinations is tedious. A  framework that facilitates integration  with cloud infrastructure will be an  added advantage.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 4  \n\n---\n\n Zero touch automation As DevOps is slowly taking over the  IT landscape, it is vital to reduce the  distance between development and  deployment. Test scripts need to be  executed in an unattended manner  without requiring much manual  intervention. Remote execution, parallel  execution, zero touch execution, and  execution from continuous integration  tools like Jenkins and Hudson, when  supported by automation framework, will  help a lot in managing multiple sprints  and shorter cycles better.  Seamless integration With a plethora of tools being used in  application development and testing  landscape, it is important that the  automation tool and the framework  chosen facilitate integration with various  tools.  Hence, it is imperative that the  chosen automation framework and tool  integrate with test management tools,  defect tracking tools, build tools, analytics  tools, and continuous integration tools in  the landscape.<|endoftext|>User-friendly reporting Agile and Dev Ops has brought the  business, development and QA teams  to work together. The ability to run a  high volume of tests is of little use if  the results of the tests are not easy to  understand by various stakeholders  involved. The framework has to facilitate  automatic generation of reports of the  test execution and show the results in  an easy-to-read format. Though most  of the market tools give few reporting  options, they are not self-explanatory  and adequate. Hence, the framework  with good reporting capabilities such as  HTML reports, live execution dashboard,  screen shots in case of failures, and video  reporting of the execution options will  be very helpful. Automation framework  facilitating detailed test result reporting  reduces the overall effort to a greater  extent.<|endoftext|>About the author Indumathi Devi, a project manager with Infosys, has 13+ years of experience in software testing. She has effectively executed a multitude  of automation projects and designed and developed automation frameworks. Using her strong working knowledge of multiple test  automation tools, including open source and commercial ones, Indu has worked with numerous clients in implementing robust test  automation solutions.<|endoftext|>Conclusion  No one size fits all. This perfectly  holds true when it comes to  framework selection. Since every  project is unique, the challenges,  duration, and tools choices may vary.  Organizations seeking agility in their  business processes need to onboard  robust test automation solutions that  ensure superior software quality.  Successful test automation  frameworks for digital assurance are  the ones which support extreme  automation, omnichannel testing,  zero touch execution of test  scripts, and have some or all of the  key aspects detailed above. We  recommend that organizations select  an automation framework that can  lead to smarter automation, better  overall results, productivity benefits,  and cost efficiencies in the highly  dynamic digital landscape.<|endoftext|>\u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: The right testing strategy for AI systems - An Infosys viewpoint \nAuthor: Infosys Limited \nFormat: PDF 1.6 \n\n---\n\n  Page: 1 / 8  \n\n---\n\n PERSPECTIVE THE RIGHT TESTING STRATEGY FOR AI  SYSTEMS AN INFOSYS VIEWPOINT VENKATESH IYENGAR, AVP - Group Practice Engagement Manager, Infosys SUNDARESA SUBRAMANIAN G, Practice Engagement Manager, Infosys \n\n---\n\n  Page: 2 / 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Abstract Over the years, organizations have invested significantly  in optimizing their testing processes to ensure continuous  releases of high-quality software. When it comes to artificial  intelligence, however, testing is more challenging owing to  the complexity of AI. Thus, organizations need a different  approach to test their AI frameworks and systems to ensure  that these meet the desired goals. This paper examines  some key failure points in AI frameworks. It also outlines  how these failures can be avoided using four main use cases  that are critical to ensuring a well-functioning AI system.<|endoftext|>The hierarchy of evolution of AI Introduction Experts in nearly every field are in a race to discover how to replicate brain functions \u2013 wholly or partially. In fact, by 2025, the value of the  artificial intelligence (AI) market will surpass US $100 billion1. For corporate organizations, investments in AI are made with the goal of  amplifying the human potential, improving efficiency and optimizing processes. However, it is important to be aware that AI too is prone to error  owing to its complexity. Let us first understand what makes AI systems different from traditional software systems: S.No Software systems AI systems 1 Features \u2013 Software is deterministic, i.e., it is pre-pro- grammed to provide a specific output based on a given set  of inputs Features \u2013 Artificial intelligence/machine learning (AI/ML) is  non-deterministic, i.e., the algorithm can behave differently for  different runs 2 Accuracy \u2013 Accurate software depends on the skill of the  programmer and is deemed successful if it produces an  output in accordance with its design Accuracy \u2013 Accuracy of AI algorithms depends on the training  set and data inputs 3 Programming \u2013 All software functions are designed based  on if-then and for loops to convert input data to output  data Programming \u2013 Different input and output combinations are fed  to the machine based on which it learns and defines the function 4 Errors \u2013 When software encounters an error, remediation  depends on human intelligence or a coded exit function Errors \u2013 AI systems have self-healing capabilities whereby they  resume operations after handling exceptions/errors  Fig 1: Hierarchy of AI\u2019s evolution and techniques Fig 1: Hierarchy of AI\u2019s evolution and techniques                                              Visualization  Machine learning and  analytics  Input data conditioning  Learning process \u2013 data sources  Feedback  Feedback \u2013 From sensors, devices, apps, and systems  Visualization \u2013 Custom apps, connected devices, web, and bots  Machine learning and analytics \u2013 Cognitive learning/algorithms  Input data conditioning \u2013 Big data stores and data lakes  Data sources \u2013 Dynamic or static sources like text, image,  speech, sensor, video, and touch \n\n---\n\n  Page: 3 / 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited External Document \u00a9 2018 Infosys Limited The above figure shows the sequential stages of AI algorithms. While each stage is necessary for successful AI programs, there are some typical  failure points that exist within each stage. These must be carefully identified using the right testing technique as shown in the table below: S.No Evolution stage in AI Typical failure points How can they be detected in testing 1 Data sources \u2013  Dynamic or static  sources \u2022 Issues of correctness, completeness and appropriateness  of source data quality and formatting \u2022 Variety and velocity of dynamic data resulting in errors \u2022 Heterogeneous data sources  \u2022 Automated data quality checks  \u2022 Ability to handle heterogeneous data during  comparison  \u2022 Data transformation testing  \u2022 Sampling and aggregate strategies 2 Input data condition- ing \u2013 Big data stores  and data lakes \u2022 Incorrect data load rules and data duplicates \u2022 Data nodes partition failure \u2022 Truncated data and data drops  \u2022 Data ingestion testing  \u2022 Knowledge of development model and  codes  \u2022 Understanding data needed for testing  \u2022 Ability to subset and create test data sets 3 ML and analytics \u2013  Cognitive learning/ algorithms \u2022 Determining how data is split for training and testing \u2022 Out-of-sample errors like new behavior in previously  unseen data sets \u2022 Failure to understand data relationships between enti- ties and tables \u2022 Algorithm testing  \u2022 System testing  \u2022 Regression testing  4 Visualization \u2013 Cus- tom apps, connected  devices, web, and  bots \u2022 Incorrectly coded rules in custom applications resulting  in data issues \u2022 \nFormatting and data reconciliation issues between  reports and the back-end \u2022 Communication failure in middleware systems/APIs  resulting in disconnected data communication and  visualization \u2022 API testing  \u2022 End-to-end functional testing and automa- tion  \u2022 Testing of analytical models  \u2022 Reconciliation with development models 5 Feedback \u2013 From sen- sors, devices, apps,  and systems \u2022 Incorrectly coded rules in custom applications resulting  in data issues \u2022 Propagation of false positives at the feedback stage  resulting in incorrect predictions \u2022 Optical character recognition (OCR) testing  \u2022 Speech, image and natural language pro- cessing (NLP) testing  \u2022 RPA testing  \u2022 Chatbot testing frameworks The right testing strategy for  AI systems Given the fact that there are several failure  points, the test strategy for any AI system  must be carefully structured to mitigate  risk of failure. To begin with, organizations  must first understand the various stages  in an AI framework as shown in Fig 1. With  this understanding, they will be able to  define a comprehensive test strategy with  specific testing techniques across the entire  framework. Here are four key AI use cases  that must be tested to ensure proper AI  system functioning: \u2022 Testing standalone cognitive features  such as natural language processing  (NLP), speech recognition, image  recognition, and optical character  recognition (OCR) \u2022 Testing AI platforms such as IBM  Watson, Infosys NIA, Azure Machine  Learning Studio, Microsoft Oxford,  and Google DeepMind \u2022 Testing ML-based analytical models \u2022 Testing AI-powered solutions such as  virtual assistants and robotic process  automation (RPA) \n\n---\n\n  Page: 4 / 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Use case 1: Testing standalone cognitive features Natural language processing  (NLP) \u2022 Test for \u2018precision\u2019 return of the keyword, i.e., a fraction of relevant instances among the total retrieved  instances of NLP \u2022 Test for \u2018recall\u2019, i.e., a fraction of retrieved instances over total number of retrieved instances available \u2022 Test for true positives (TPs), true negatives (TNs), false positives (FPs), and false negatives (FNs). Ensure  that FPs and FNs are within the defined error/fallout range Speech recognition inputs \u2022 Conduct basic testing of the speech recognition software to see if the system recognizes speech inputs  \u2022 Test for pattern recognition to determine if the system can identify when a unique phrase is repeated  several times in a known accent and whether it can identify the same phrase when it is repeated in a  different accent \u2022 Test deep learning, the ability to differentiate between \u2018New York\u2019 and \u2018Newark\u2019 \u2022 Test how speech translates to response. For example, a query of \u201cFind me a place I can drink coffee\u201d  should not generate a response with coffee shops and driving directions. Instead, it should point to a  public place or park where one can enjoy his/her coffee Image recognition \u2022 Test the image recognition algorithm through basic forms and features \u2022 Test supervised learning by distorting or blurring the image to determine the extent of recognition by  the algorithm \u2022 Test pattern recognition by replacing cartoons with the real image like showing a real dog instead of a  cartoon dog \u2022 Test deep learning using scenarios to see if the system can find a portion of an object in a larger image  canvas and complete a specific action Optical character recognition \u2022 Test OCR and optical word recognition (OWR) basics by using character or word inputs for the system to  recognize \u2022 Test supervised learning to see if the system can recognize characters or words from printed, written or  cursive scripts \u2022 Test deep learning, i.e., whether the system can recognize characters or words from skewed, speckled  or binarized (when color is converted to grayscale) documents \u2022 Test constrained outputs by introducing a new word in a document that already has a defined lexicon  with permitted words  Use case 2: Testing AI platforms Testing any platform that hosts an AI framework is complex. Typically, it follows many of the steps used during functional testing.  Data source and conditioning testing \u2022 Verify the quality of data from various systems \u2013 data correctness, completeness and appropriateness along with format checks, data  lineage checks and pattern analysis \u2022 Verify transformation rules and logic applied on raw data to get the desired output format. The testing methodology/automation  framework should function irrespective of the nature of data \u2013 tables, flat files or big data \u2022 Verify that the output queries or programs provide the intended data output \u2022 Test for positive and negative scenarios Algorithm testing \u2022 Split input data for learning and for the algorithm \u2022 If the algorithm uses ambiguous datasets, i.e., the output for a single input is not known, the software should be tested by feeding a set  of inputs and checking if the output is related. Such relationships must be soundly established to ensure that algorithms do not have  defects \u2022 Check the cumulative accuracy of hits (TPs and TNs) over misses (FPs and FNs) API integration \u2022 Verify input request and response from each application programming interface (API) \u2022 Verify request response pairs \u2022 Test communication between components \u2013 input and response returned as well as response format and correctness  \u2022 Conduct integration testing of API and algorithms and verify reconciliation/visualization of output System/regression testing \u2022 Conduct end-to-end implementation testing for specific use cases, i.e., provide an input, verify data ingestion and quality, test the  algorithms, verify communication through the API layer, and reconcile the final output on the data visualization platform with expected  output \u2022 Check for system security, i.e., static and dynamic security testing \u2022 Conduct user interface and regression testing of the systems \n\n---\n\n  Page: 5 / 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Use case 3: Testing ML-based analytical models Organizations build analytical models for three main purposes as shown in Fig 2 Fig 2: Types and purposes of analytical models  The validation strategy used while testing the analytical model involves the following three steps: \u2022  Split the historical data into \u2018test\u2019 and \u2018train\u2019 datasets  \u2022  Train and test the model based on generated datasets \u2022  Report the accuracy of model for the various generated scenarios Fig 2: Types and purposes of analytical models  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 / 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Fig 3: Testing analytical models  Organizations build analytical models for three main purposes as shown in Fig 2 Fig 2: Types and purposes of analytical models  Use case 4: Testing of AI-powered solutions Chatbot testing framework \u2022 Test the chatbot framework using semantically equivalent sentences and create an automated library  for this purpose \u2022 Maintain configurations of basic and advanced semantically equivalent sentences with formal and  informal tones and complex words \u2022 Automate end-to-end scenario (requesting chatbot, getting a response and validating the response  action with accepted output) \u2022 Generate automated scripts in Python for execution  RPA testing framework \u2022 Use open source automation or functional testing tools (Selenium, Sikuli, Robot Class, AutoIT) for mul- tiple applications \u2022 Use flexible test scripts with the ability to switch between machine language programming (where  required as an input to the robot) and high-level language for functional automation \u2022 Use a combination of pattern, text, voice, image, and optical character recognition testing techniques  with functional automation for true end-to-end testing of applications While testing a model, it is critical to do the following to ensure success:  \u2022 Devise the right strategy to split and subset historical dataset using deep knowledge of development model and code to understand how it  works on data \u2022 Model the end-to-end evaluation strategy to train and recreate model in test environments with associated components \u2022 Customize test automation to optimize testing throughput and predictability by leveraging customized solutions to split the dataset, evaluate  the model and enable reporting  \n\n---\n\n  Page: 7 / 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Conclusion AI frameworks typically follow 5 stages \u2013  learning from various data sources, input  data conditioning, machine learning and  analytics, visualization, and feedback. Each  stage has specific failure points that can  be identified using several techniques.  Thus, when testing the AI systems, QA  departments must clearly define the  test strategy by considering the various  challenges and failure points across all  stages. Some of the important testing  use cases to be considered are testing  standalone cognitive features, AI platforms,  ML-based analytical models, and AI- powered solutions. Such a comprehensive  testing strategy will help organizations  streamline their AI frameworks and  minimize failures, thereby improving output  quality and accuracy.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 / 8  \n\n---\n\n \u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
@@ -40,6 +44,9 @@
 {"text": "# Infosys Whitepaper \nTitle: Test Factory Setup for SAP Applications \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 8  \n\n---\n\n PERSPECTIVE TEST FACTORY SETUP FOR SAP  APPLICATIONS - Barry Cooper-Brown, Diageo Chandur Ludhani and Sailesh Chandrasekaran,  Infosys Abstract Emergence of IT enabled business growth is compelling  organizations to give testing and testing related strategies the much  needed importance. By now, it has been reaffirmed that the cost of a  single development defect can snowball to many times the original  cost, if not discovered until the QA phase of testing and eventually  showing up in the Production Environment.<|endoftext|>However, when it comes to SAP there are unique testing challenges  to deal with. The challenges of SAP testing will present you with  both tradeoffs that need to be considered and the choices that need  to be made about the kind of testing that is needed for your QA  organization. The following point-of-view has been written based on  the engagement between a major drinks manufacturer and Infosys,  describing a successful approach of setting up a Test Factory to  manage testing of SAP applications.<|endoftext|>\n\n---\n\n  Page: 2 / 8  \n\n---\n\n Challenges in managing changes in SAP application which indirectly gets mapped  to reaping benefits for all its stakeholders  namely the customers, employees,  shareholders, etc. Often these investments  do not bear fruits and are in turn viewed  as a cost. For example, a delay in readying  the application for regulatory changes,  could lead to serious consequences for the  organisation in the region within which  the changes were mandated. Another  such example could be with encountering  incidents in the live environment or facing  downtime with particular applications  leading to severe business disruption.   Organisations are constantly on the  lookout for innovative ways to help adapt  quickly to these changes in the SAP  business processes. Their ability to do so  also facilitates: \u2022 Improvement of  delivery confidence  with every change deployed \u2022 Reduction in cost of every change  implemented  \u2022 Ability to contract the overall lead time  required for such activities thereby  allowing more frequent releases An organisation\u2019s inability to do so, leads  to a host of challenges to the employees  who interface with SAP for their day-to-day  activities: \u2022 Long time for deploying the SAP  changes, means more business  application downtime \u2022 Leakage of defects to production\u2013  hampering their day to day operations   \u2022 High number of defects detected  during User Acceptance Testing (UAT)  resulting in a delay of final application  go-live.  The question therefore is whether  there is a single and efficient solution  available to organisations in managing  their SAP related QA/Testing operations,  inexpensively and efficiently? The concept of Test Factory and the  offering under the business tag of NEM  (New Engagement Models) is gaining  traction across the globe. The Test Factory,   also an alias for Managed Test Service or  Testing Centre of Excellence, acts as an  independent function in the SDLC; whilst  supplanting the existing set of processes  with benefits of a more agile, efficient and  repeatable set of processes.<|endoftext|>In our next section, we explore the  business needs of SAP enabled  organisations to deploy a Test Factory  model setup for their QA organisation.<|endoftext|>Today\u2019s unrelenting economic and financial  pressures, coupled with far too many  internal and external factors (beyond  the control of any organisation\u2019s circle of  influence), are compelling organisations to  change and tailor their business processes  accordingly. These changes, most often  than not, necessitate a change in the very  supporting business applications itself  (example, SAP, Oracle, etc.)   Acquisition of new business, opening  of new facilities, introduction of new  business line, consolidation of service  lines, Regulatory Changes like changes  in tax laws, changes in reporting needs,  etc., incorporating these changes to SAP is  fairly complex. Any update, even if major,  moderate or minor, needs to be completely  analysed from several dimensions  keeping in mind that these are all large  business applications. The result is that  organisations end up managing projects  involving a high number of interrelated  or moving parts. Further, SAP applications  span geographies and often need heavy  customisations to suit local requirements  (like government, language, etc.) and have  multiple vendors running the applications.  Every investment that an organisation  makes in its IT systems is channelled  towards ensuring a smooth running  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 8  \n\n---\n\n Understanding the Business Need \u2022 Inconsistent in application test quality  across teams and  \u2022 Lack of usage of appropriate testing  tools 2. Governance Challenges Organisations running SAP are  continuously engaged in taking up  large change programmes or rolling out  applications to newer regions. A large  change programme or rollout requires the  QA function to constantly generate status  reports and deal with various risks and  issues.<|endoftext|>Absence of defined processes, metrics  to track progress, risk management and  inability to consolidate reports frequently,  leads to a governance challenge with  respect to managing decentralised  QA teams. Another common problem  encountered with decentralised QA teams  is with the large amount of time consumed  in assimilating and consolidating  information for status reporting from  various regional teams and resolution  of risks and issues. Further, under the  decentralised structure, teams lack  adoption of uniform processes and hence  there are bound to be differences in the  content and structure of status reporting  and the way risks are identified and   dealt with.  3. High Cost of Testing /  Maintenance Sound testing processes and deep  business knowledge are pre-requisites  to testing of SAP applications. We have  also learnt earlier that a large amount of  effort is spent in running the QA function  for a SAP enabled organisation. Majority  of organisations dedicate a large number  of resources for testing of SAP releases.  In addition to this, SAP testing involves  testing some portions of business  functionalities repeatedly and often  decentralised teams lack the benefits  associated with the reusability aspect.  This can be cited as an additional reason  for the inflated costs of SAP testing in a  decentralised model.<|endoftext|>Project based QA teams primarily look at  testing from a very narrow project point of  view and often miss the holistic implication  of the changes from a complete business  landscape perspective. This leads to high  efforts from the business users during  UAT and large number of defects getting  identified in the later stages of testing. In  addition to this, the non-functional testing  aspects such as Performance, Security etc.,  are also overlooked in the initial phases of  testing leading to high amount of re-work  and maintenance costs downstream.<|endoftext|>4. Lower Delivery Confidence and  Higher Time-to-Market  There is very low confidence on delivery  of release considering the testing in the  earlier phases is not really focussed on  business knowledge. This results in a  high percentage of defect identification  in later stages of SDLC. In the absence of  benchmark metrics, there is no opportunity  to measure the test execution productivity,  often leading to increased durations of  testing cycles.<|endoftext|>While these may sound like age old  problems and issues, these are indeed the  common issues across organisations. These  pitfalls are the reasons why organisations  find themselves grappling with an  expensive and a non-yielding QA function.<|endoftext|>Listed below are some of the common  pitfalls encountered by SAP enabled  organisations in running their QA functions - 1. Decentralised Testing This model of testing is usually prevalent  in organisations which have undergone  mergers or made acquisitions. Testing in  such organisations is carried out using a  decentralised model where no common  testing processes and methodologies  exist. Each Line of business (LOB) has its  own processes and differences exist even  within units of the same LOB. In most cases,  testing is managed by the development  team itself, being aligned directly to each  project.<|endoftext|>This model does not provide clear  delineation between the build and test  functions. If there are any inefficiencies  or delays in build, then the same is  compensated for in the testing phase by  either compressing the testing timelines  or by moving forward with inadequate  coverage of business scenarios. Individual  teams often adopt the approach of testing  with a self defined set of testing processes  and scope limited to their project. The  result is the lack of co-ordination when it  comes to delivering together with other  ongoing projects. This not only results in  severe delays in the programme go-live,  but also leads to a severe compromise of  the quality and quantity of testing that  is necessary.<|endoftext|>Most common limitations of this approach: \u2022 Lack of defined uniform testing  processes and global governance  based on metrics \u2022 Duplication of test effort  \u2022 Non \u2013 conformance of testing timelines External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 8  \n\n---\n\n So, What is a Test Factory? Having looked at what is ailing SAP based  organisations, setting up a Test Factory can  be the most definitive solution available  in the market currently. Test Factory is  a centralised testing model that brings  together people and infrastructure into  a shared services function adopting  standardising processes, effective usage of  tools, high reuse and optimising resource  utilisation in order to generate required  benefits for the organisation.<|endoftext|>Let us broadly explore the solution that a  Test Factory can provide \u2013  a. Test Factory acts as an independent  function in the SDLC and resolves the  very first ailment by having a clear  delineation between the Build and Test  functions of an organisation.<|endoftext|>b. Test Factory is setup as a centralised  QA function which brings in uniform  process adoption and an enterprise  wide QA approach with easier  governance. Test Factory is also  setup with the attributes of a more  agile, efficient and repeatable set of  processes.  Test Factory can also be operated in the  new engagement model (NEM) format  which helps in measuring the business  value linked to the services offered,  example; pricing is based on the work  performed instead of traditional Time &  Material models.<|endoftext|>Implementing a Test Factory The entire process of implementing a Test  Factory involves 3 major phases \u2013 Solution  Definition Solution  Design Solution  Implementation 3 Solution Definition Phase \u201cBuilding the Case for Organisational Buy- in\u201d One of the most essential starting points  of the entire Test Factory setup involves  assessing the existing organisational  test processes, determining the maturity  level of the processes and deriving the  gaps observed. The solution definition  phase involves arranging for one-on-one  or group interview sessions with various  stakeholders, in the existing ecosystem,  and understanding the various pros and  cons of the existing processes. Alternatively  or additionally, a questionnaire pertaining  to the respective areas of the stakeholders  can be used to help document the same.  For assessing the maturity, organisations  are spoilt for choices with widely known  Test Maturity models such as the TMMi,  TMAP, TPI or the ITMM (Infosys Test  Maturity Model).<|endoftext|>The ITMM is a well-blended model which  builds upon the standard Test Maturity  models and also adds further dimensions  to its fabric in being able to evolve  constantly to the changing business  context.  The assessment results show the current  level of maturity of the organisation\u2019s  processes. It is of utmost importance at  this stage to bring together the leadership  team of the organisation and showcase  the various process improvements and  benefits of moving the organisation to the  higher levels of maturity. On the basis of  the agreed level of maturity to be targeted,  the ITMM model allows for a continuous  improvement process to be imbibed into  the organisation. Once an agreement  is reached, a roadmap is devised on  how the solution is to be designed and  implemented.  Solution Design Phase \u201cStructuring A Winning Solution\u201d The Solution design phase is a core  component in the Test Factory setup  process and involves designing processes  on three dimensions of the ITMM model \u2013 \u2022 Test Engineering Dimension, covering  the focus areas of Requirements  Gathering, Test Strategy, Testing tools,  Test Data and Environment \u2022 Test Management dimension, covering  the focus areas of Estimation, Test  Planning, Communications, Defect  Management and Knowledge  Management  \u2022 Test Governance dimension, covering  the focus areas of Test Methodology,  Test policy, Organisational structure  and Test Metrics The most important key areas to focus  would be to design the processes for -  \u2022 Test Methodology  Defining various types of testing to  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 / 8  \n\n---\n\n be performed, estimation techniques,  entry and exit criteria for each testing  phase, testing environment set-up,  operating model and various input and  output artifacts \u2022 Test Governance  Defining the governance structure  and chalking out clear test roles and  responsibilities \u2022 Test Factory Structure  Defining the various communication  paths within and outside the Test  Factory \u2022 Metrics, KPIs and SLAs  Defining the various testing related  metrics and ensuring agreement on the  various SLAs and KPIs for each role and  processes in the Test Factory \u2022 Knowledge Management Framework  Defining a centralised service to allow  effortless and effective sharing of  knowledge between teams, across  knowledge assets   In addition, teams may create, test data  management processes, a catalogue of  the testing services, non-functional test  services methodology, Guidelines for  various Testing tools and Testing Policies.  The solution design phase is a highly  collaborative process in which the design  and delivery teams play equal roles.  It involves both, fine tuning some of  the current processes and completely  revamping the rest. The implementation  of the solution in the right manner, and  with the right amount of calibration, can  bring about bountiful benefits to the  organisation in having a sound testing  process.<|endoftext|>Solution Implementation Phase \u201cWalk the Talk\u201d Depending on the level of maturity  that organisations choose to attain, this  phase needs a good deal of time to be  invested. The time taken to nurture the  processes and imbibe them could range  anywhere from six months up to two years,  depending on the organisational buy-in  and focus in implementing the same.   Having a good amount of time on hand,  organisations also have the option of  choosing to implement the processes in  either a staggered manner or with a big  bang approach. In general, it is advisable  that a staggered approach be chosen.<|endoftext|>In a staggered approach, the  implementation team collaborates with  the champion or manager of the Test  factory prioritising the areas lacking basic  maturity and identifying a pilot release in  which the updated processes can be put  to test. This allows the implementation  team to lay out checkpoints where any  anomalies can be corrected. At the end  of the pilot implementation, a survey can  be conducted with the stakeholders in  determining the success and failures in the  implementation. The lessons learnt at the  pilot implementation stage are a crucial  input to the next phase of implementation.<|endoftext|>It is important to look at some of the  frequently encountered challenges  associated with the solution  implementation phase -  \u2022 Aversion to change  This often is a sticky issue with teams  unwilling to adapt to new processes  as it involves moving away from the  comfort zone \u2022 Poorly adapted processes and  communications  This is an indication that the impacted  teams are not aware of new processes  and are not well trained \u2022 Handing over testing to Test Factory  Traditional approach of testing by  business users due to lack of business  knowledge by testing team is one  of the most challenging change  management aspects to deal with It is therefore a task for both the  implementation team and the Leadership  team of the organisation in addressing  these challenges / change management.  The task of the implementation team lies  in devising a thorough training plan for  the various teams involved, designing user  manuals and guidelines for any reference  required to the new processes.<|endoftext|>On the other hand, the task of the  leadership team is to put together a strong  communication plan, listing the benefits  that accrue to, both the impacted teams  and the business benefit in adapting  the changes. In certain situations,  grievance redressal efforts and holding  communication forums is a good way to  engage with the teams.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 / 8  \n\n---\n\n Figure: Test Maturity Model External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 / 8  \n\n---\n\n Benefits of a Test Factory We have managed to explore the story  of the Test Factory setup with the sound  process framework forming the base, but  the real icing on the cake is to see the  benefits that accrue post setting up of the  Test Factory.<|endoftext|>Test Factory brings about a set of both  Qualitative and Quantitative benefits.  Some of the Qualitative and hard hitting  benefits include  \u2022 Ensures high levels of repeatability,  predictability and test coverage \u2022 Delivers on business requirements  driven end-to-end testing  This helps in identification of critical  defects and requirement gaps which  would have been typically identified  only during UAT phase \u2022 Definition of key metrics  Assists in tracking enabling effective  governance at every stage of the  programme  \u2022 A reusable set of artifacts and test  design, helping crash test planning and  design timelines \u2022 Reduce the UAT phase saving on  delivery timelines \u2022 Understanding of core business  processes & building the core  regression library \u2022 Effective usage of tools enabling  complete traceability from  requirements to test cases and defects  during various phases of the project \u2022 Accelerated test automation helping in  reduction of cycle time and execution  costs \u2022 Providing platform to have more  frequent releases annually \u2013 This will  benefit the business and end users in  moving away from the erstwhile lower  frequency, which meant having to wait  long for the release of the important  Business/IT changes \u2022 One-stop shop for various testing  needs \u2013 Performance Testing, Security  Testing, UAT Support etc.<|endoftext|>Quantitative benefits include  \u2022 An estimated cost saving of 50% owing  to reuse of the test design artifacts \u2022 An expected 40% reduction in  execution cost with automation of test  build and  \u2022 Near zero defect leakage from System  Integration testing to UAT and Go-Live,  ensuring faster time to market and less  Production downtime.  Conclusion Setting up a Test Factory can give organisations a unique insight into how they can successfully tailor and reinvent the traditional onsite- offshore model for ensuring effective and comprehensive application testing. In addition to the cost benefits, with the adoption of the Test  Factory approach, organisations emerge with an integrated and comprehensive SLA driven QA organisation with tightly knitted processes.  One of the most enterprising advantages with a Test Factory setup is the ability to add further services associated with Testing and without  having to largely tweak the underlying processes framework. This helps the organisation in quickly on-boarding and implementing testing  skills and processes required for the supporting of new business initiatives oriented towards upcoming areas like Cloud, Mobility, Social  Commerce, etc.   The Test Factory model is a welcome addition to the plate of offerings by Service firms and is definitely a force to reckon with in the  foreseeable future.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 / 8  \n\n---\n\n About the \nAuthors Barry Cooper-Brown     Test Manager, Diageo Barry is Test Manager with Diageo plc and is based in London. He has over 20 years of experience working with SAP across many disciplines  from Basis to programme delivery. He has worked for over 14 years within the FMCG sector and has specialised in delivery of projects and  programmes of SAP solutions. Currently Barry is the Test Factory Manager for Diageo responsible for the implementation and running of a  Global Test Organisation across Multiple regions and SAP solutions.<|endoftext|>Chandur Ludhani  Principal Consultant, Infosys Chandur is a principal consultant with the Retail, CPG and Life Sciences unit of Infosys and has over 15 years experience. He has experience  on ERP Product development, Testing, Implementation and Support. As part of the testing engagements, he has helped clients in setting up  the processes related to various types of testing services - Manual testing, Automation etc. leading to Testing Centers of excellence.<|endoftext|>Sailesh Chandrasekaran     Senior Consultant, Infosys Sailesh is a senior consultant and has over 6 years of experience working for clients in Retail, Banking and Financial Services industry. He  helps clients in assessing the maturity of their test organizations, improving their testing processes and transforming them into Centers of  Excellence.<|endoftext|>\u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: 5G testing holds the key to empower healthcare industry \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 4  \n\n---\n\n WHITE PAPER 5G TESTING HOLDS THE KEY TO  EMPOWER HEALTHCARE INDUSTRY Abstract COVID-19 has unleashed uncertainty on organizations, limiting their  visibility and ability to strategize for the future. Technology, though,  continues to evolve and has played a major role in helping deal with this  crisis. When combined with AI and IoT, 5G becomes a potent technology  across industries and domains, bringing unprecedented empowerment  and superior customer service. This paper explores the impact of 5G on  the healthcare industry. It also examines why 5G testing is important when  supporting healthcare services and functions.<|endoftext|>\n\n---\n\n  Page: 2 / 4  \n\n---\n\n External Document \u00a9 2020 Infosys Limited About 5G  Mobile communication has evolved rapidly with changing technologies. 5G represents the latest generation of cellular mobile  communication, characterized by ultra-reliable low latency communication (URLLC), enhanced mobile broadband (eMBB) and massive  machine type communication (mMTC). These capabilities enable data to be transferred at very high speeds with extremely low latency.  As the Internet of Things ecosystem widens, 5G has the ability to support the capture of enormous volumes of data as well as provide  computing power to process the same across billions of devices. This will lead to superior customer experience with unprecedented insights  and capabilities, resulting in a new digital world.  Fig 1: Defining characteristics of 5G Testing 5G in healthcare  5G will become the backbone of  telemedicine or remote healthcare in  the future. Remote healthcare involves  frequent but distant monitoring of  patients using a range of devices that  capture vital parameters. This data must  be continuously transmitted to doctors  for real-time monitoring and assistance.  It also includes video consultations  for diagnosis and precision medicine  prescription, especially for people in care  homes. On a larger scale 5G can improve  overall healthcare capabilities through  innovations like robotic-assisted laser  surgery where doctors can use machines to  perform complex procedures with greater  precision and flexibility.<|endoftext|>Remote healthcare requires devices  as well as apps that enable real-time  patient monitoring. AR/VR can provide an  immersive user experience while artificial  intelligence and machine learning (AI/ML)  provide descriptive, prescriptive and, more  importantly, predictive diagnostics. Each  of these technologies are interconnected.  They often converge to create use cases  that provide next-gen healthcare services.  To ensure their effectiveness, it is critical to  check that these technologies are tested  and certified. Thus, 5G testing is important  to ensure that it can support these  technologies. Let us examine some of the  use cases of 5G testing in the healthcare  industry.  Use case 1: Healthcare  devices Healthcare devices include wearables used  by patients to monitor vital parameters  like heart rate, speech analysis, body mass  index, facial expressions, and more. Real- time video consultations involve using  video devices for consultations, remote- assisted surgeries and training.  Some of the key considerations for testing  these two types of devices are:  \u2022 High reliability to ensure uninterrupted  service \u2022 Minimal to zero latency for critical  medical procedures like remote-assisted  surgeries z eMBB \u2013 enhanced mobile broadband mMTC \u2013 massive machine-type communica\ufffdon URLLC \u2013 ultra-reliable low-latency communica\ufffdon 5G drivers 1 million devices per Km2 10 Gbps peak data rate 1 ms latency 10X battery life for low power devices 5G One network \u2013 multiple Industries Mobility \u2013 500 km/h high-speed railway 99.999% reliable 99.999% available \n\n---\n\n  Page: 3 / 4  \n\n---\n\n External Document \u00a9 2020 Infosys Limited \u2022 Ensuring that sensors monitoring  vital parameters send real-time alerts  to the patient\u2019s/doctor\u2019s handheld  devices \u2022 Interoperability testing for many  devices from different vendors  \u2022 Compatibility testing to ensure  that the devices can integrate  with applications that are built to  support real-time service, high-speed  performance and superior user  experience Use case 2: Healthcare apps  Medical apps can help deliver a range of  healthcare services covering: \u2022 Mental health \u2013 These aid in tracking  psychological/behavioral patterns,  substance addiction and emotional  well-being \u2022 Patient medication \u2013 These apps  provide medication reminders,  maintain medication history,  document online prescriptions, and  more  \u2022 Telemedicine \u2013 These apps aid  diagnostics, real-time consultations,  and monitoring of patient progress, to  name a few  \u2022 Wellness \u2013 These apps help maintain  fitness and exercise regimes, diet  prescriptions, monitoring of food  intake, and meditation sessions Some of the key focus areas for testing  healthcare apps are: \u2022 User interface and experience (UI/UX)  testing to ensure enhanced customer  experience \u2022 Non-functional requirements (NFR)  testing for performance and security  of apps that provide real-time patient  data including large imaging files/ videos on a 5G network  \u2022 Crowd testing of apps for varied user  experience and localization \u2022 Device compatibility to support a vast  number of devices that will run on 5G Use case 3: AR/VR  AR/VR aims at creating real-time  immersive experiences that can empower  telemedicine and remote patient  monitoring. It requires very high data rate  transmissions and low latencies to deliver  healthcare services covering: \u2022 Simulation of different conditions using  sound, vision or 3D image rendering  that can be transmitted from connected  ambulances to operating rooms for  advanced medical care \u2022 Real-time training for medical students \u2022 Treatment of patients with various  phobias \u2022 Early detection of diseases \u2022 Various types of therapies to support  physical and mental wellbeing Some of the key focus areas for testing  include: \u2022 Checking that the networks can support  real-time immersive experience through: \u2022 High speed data transfer rates \u2022 Ultra-low-level latency with no lag in  the experience \u2022 High bandwidth \u2022 Checking that a range of hardware  devices will work with a user\u2019s  smartphone to create a good mobile VR  experience Use case 4: AI/ML It is evident that, in the near future, AI/ML  will play a significant role across healthcare  functions and services by helping diagnose  illnesses earlier and prescribing the right  treatment to patients. 5G will be critical in  enabling healthcare functions that involve  analyzing massive volumes of data. These  healthcare functions include: \u2022 AI-based imaging diagnostics that  provide doctors with insights about  diseases and severity \u2022 ML-enabled digital biomarkers that  analyze and enable early and accurate  detection of Alzheimer\u2019s and dementia \u2022 Assisting in clinical trials and research to  observe patient responses to new drugs  and their behavior patterns \u2022 Collecting large volumes of critical  patient data from healthcare apps  and devices to predict the occurrence  of potential diseases through ML  algorithms Some of the key focus areas for testing  include: \u2022 Testing for cognitive features like speech  recognition, image recognition, OCR, etc.<|endoftext|>\u2022 Implementing robotic process  automation (RPA) for common functions  like recurring medication prescriptions,  appointments and periodic medical  reports.  \u2022 Big data testing for both structured and  unstructured data. As large volumes of  data are transmitted and received from  every device, app and equipment, it will  need to be ingested and stored to derive  insights that aid in next-gen predictive  and preventive healthcare  Testing on cloud In addition to the above test focus  areas, cloud testing will be a common  test function for the entire healthcare  ecosystem.<|endoftext|>Cloud can support the core network  through network functions virtualization  (NFV). It can also enable software-defined  networking (SDN), a must-have capability  for 5G. Moreover, cloud will also host the  various healthcare devices and equipment  in the healthcare ecosystem. Thus, cloud  testing will be critical to ensure smooth  performance including functional, non- functional and network testing.<|endoftext|>These use cases provide an overview  of the impact of 5G in healthcare with  a focus on hospitalization, preventive  healthcare, device monitoring, and patient  wellbeing. There are other areas such as  pharmaceuticals, insurance, compliance,  etc., that will also leverage 5G to deliver  their services, creating a connected  healthcare ecosystem.<|endoftext|>\n\n---\n\n  Page: 4 / 4  \n\n---\n\n \u00a9 2020 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com  Infosys.com | NYSE: INFY Stay Connected References https://www.cnet.com/news/covid-19-has-pushed-health-care-online-and-5g-will-make-it-better/ https://www.uschamber.com/series/above-the-fold/how-innovation-accelerating-meet-coronavirus-challenges https://www.pwc.co.uk/communications/assets/5g-healthcare.pdf https://www.ericsson.com/en/blog/2018/6/why-compatibility-and-5g-interoperability-are-crucial-for-success https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4029126/ https://www.scnsoft.com/healthcare/mobile/patient-apps https://pharmaphorum.com/digital/four-ways-ai-and-machine-learning-will-transform-healthcare-in-2020/ Conclusion 5G is emerging as the backbone of future  healthcare, catering to a wide range of  healthcare services from ambulances to  operating theatres, apps to diagnostic  equipment, physical illnesses to mental  wellbeing, and more. Technologies like  cloud, AR/VR and AI/ML will play a key  role in driving a technological revolution  within healthcare. As technologies and  equipment for monitoring and diagnostics  become more sophisticated, 5G will act  as the high-speed expressway,  allowing devices to exchange  data at much faster speeds. 5G  will support a variety of remote  healthcare use cases such as early  disease detection, at-home patient  monitoring, precision surgeries, and  distant medical training, to name a  few. Thus, 5G testing will be crucial to  ensure that it unlocks the potential of  modern technologies in healthcare.<|endoftext|>About the \nAuthor Sumanth Dakshinamurthy  Principal Consultant, Infosys Validation Solutions   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: Testing IoT Applications - A Perspective \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 4  \n\n---\n\n VIEW POINT TESTING IOT APPLICATIONS   - A PERSPECTIVE - Manjunatha Gurulingaiah Kukkuru,   Principal Research Analyst \n\n---\n\n  Page: 2 / 4  \n\n---\n\n Introduction The Internet of Things (IoT) is a network of physical objects (devices, vehicles, buildings, and other items) that are embedded with electronics,  software, sensors, and network connectivity to collect and exchange data.<|endoftext|>According to a recent report by McKinsey, around 30 billion objects may be connected through IoT by 2020.  Enterprises are adopting IoT solutions for the benefits they offer; such as, optimization in operations, reduction in costs, and improvement  in efficiency. The development and adoption of IoT is being driven by multiple factors, including easily available low-cost sensors, increase  in bandwidth and processing power, wide-spread usage of smartphones, availability of big data analysis tools, and scalability of internet  protocol version 6. Organizations are now starting to focus on external benefits such as generating revenues from IoT-enabled products,  services, and customer experiences.<|endoftext|>IoT: A web of interconnected layers The following figure indicates a reference architecture for IoT, comprising of multiple layers built on top of each other to create industry- specific solutions. The components in each layer include devices, protocols, and modules that need to work in sync in order to effectively  convert data to information, and subsequently to insights.  Resource Efceincy Device management Policy LLRP MODBUS Zigbee BACNet ZPL SNMP Location Provisioning Remote Mgmt Access mgmt Activation Diagnostics Report Complex Event Processor Data Transformation Wi-Fi LAN WAN Satellite Cellular Que Listner Protocol Adapter Cmd Interpreter Data Mangement Ticketing Workfow Maps Command Center Communication Presence Analtics and Machine Learning Big Data Storage Database Location /  Geo Fence User Mgmt Machine Learning Analytics Class of Applications Data Processing Layer Domains Base Stations / Readers Data Ingest & Transfromation Layer Devices Tracking & Tracing Site & Employee  Safety Remote Monitoring Remote Visualization eTraceability Process Visibility & Automation Predictive Analtics Risk, Fraud & Warranty Analytics Smart Grid Manufacturing Logistics Agriculture Buildings Healthcare Retail Residences Oil Mining Pharma Connected Machines Barcode Sensors RFID Smart Phone Actuators Drones GPS Wearables Smart Meters \u2022  Device layer: Consists of various devices  like sensors, wearables, smart meters,  radio frequency identification (RFID)  tags, smartphones, drones, etc. With  such a diverse set of devices, a huge set  of standard and custom communication  protocols \u2014 including ZigBee, BACnet,  LLRP, and Modbus \u2014 are implemented.  \u2022  Data ingestion and transformation  layer: Data from the device layer is  transformed through different protocols  to a standard format for further  processing by the data processing  layer. This data could be from sensors,  actuators, wearables, RFID, etc., received  via TCP/IP socket communication or  messaging queues like MQTT, AMQP,  CoAP, DDS, Kafka, and HTTP / HTTPS over  Rest API.  \u2022  Data processing layer: With data  available from millions of devices,  performing image, preventive, and  predictive analytics on batch-data  provides meaningful insights. Modules  like a \u2018complex event processor\u2019 enable  the analysis of transformed data by  performing real-time streaming analytics  \u2014 such as filtering, correlation, pattern- matching, etc. Additionally, multiple  APIs for geo-maps, reporting, ticketing,  device provisioning, communication,  and various other modules aid in quick  creation of dashboards.  \u2022  Applications layer: With the availability  of such rich datasets from a multitude  of devices, a gamut of applications can  be developed for resource efficiency,  tracking and tracing, remote monitoring,  predictive analytics, process visibility and  automation, etc. and can also be applied  to different industries and segments.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 4  \n\n---\n\n Unique characteristics and  requirements of IoT systems Compared to other applications, IoT  applications are characterized by several  unique factors, such as: \u2022  Combination of hardware, sensors,  connectors, gateways, and  application software in a single  system \u2022  Real-time stream analytics / complex  event processing \u2022  Support for data volume, velocity,  variety, and veracity \u2022  Visualization of large-scale data  Challenges that thwart IoT  testing These characteristics consequently present  a unique set of challenges when it comes  to testing IoT applications. The primary  challenges include: \u2022  Dynamic environment: Unlike  application testing performed in a  defined environment, IoT has a very  dynamic environment with millions  of sensors and different devices in  conjunction with intelligent software \u2022  Real-time complexity: IoT applications  can have multiple, real-time scenarios  and its use cases are extremely complex \u2022  Scalability of the system: Creating a  test environment to assess functionality  along with scalability and reliability is  challenging Apart from the above challenges,  there exist several factors that present  operational challenges: \u2022  Related subsystems and components  owned by third-party units \u2022  Complex set of use cases to create test  cases and data \u2022  Hardware quality and accuracy \u2022  Security and privacy issues \u2022  Safety concerns Types of IoT testing The complex architecture of IoT systems  and their unique characteristics mandate  various types of tests across all system  components. In order to ensure that the  scalability, performance, and security of  IoT applications is up to the mark, the  following types of tests are recommended: Edge testing Several emerging, industrial IoT  applications require coordinated, real- time analytics at the \u2019edge\u2019 of a network,  using algorithms that require a scale of  computation and data volume / velocity.  However, the networks connecting these  edge devices often fail to provide sufficient  capability, bandwidth, and reliability. Thus,  edge testing is very essential for any IoT  application.  Protocol and device interoperability  testing IoT communication protocol and device  interoperability testing involves assessing  the ability to seamlessly interoperate  protocols and devices across different  standards and specifications.  Security and privacy testing This includes security aspects like data  protection, device identity authentication,  encryption / decryption, and trust in cloud  computing.  Network impact testing Network impact testing involves  measuring the qualitative and quantitative  performance of a deployed IoT application  in real network conditions. This can include  testing IoT devices for a combination of  network size, topology, and environment  conditions.  Performance and real-time testing This covers complex aspects like timing  analysis, load testing, real-time stream  analytics, and time-bound outputs, under  the extremes of data volume, velocity,  variety, and veracity.  End user application testing Includes the testing of all functional  and non-functional use cases of an IoT  application, which also includes user  experience and usability testing.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 4  \n\n---\n\n Infosys IoT Validation solution Infosys has developed a comprehensive  quality assurance (QA) strategy to handle  the unique requirements and challenges  associated with validating IoT applications.  The Infosys IoT Validation solution enables  testing with a combination of actual  devices, tools, and frameworks. In addition,  the Infosys IoT Test Framework provides  all the capabilities required to perform  functional validation, load simulation, and  security verification. It can easily integrate  with various IoT protocols and platforms,  thus providing interoperability. This is just  a glimpse of our capabilities, as we have  various tools and solutions that can be  leveraged to perform end-to-end testing  of IoT solutions. To find out more about  our IoT services, download the IoT testing  flyer here.   \u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
+{"text": "# Infosys POV \nTitle: PowerPoint Presentation \nAuthor: Chloe Hibbert \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 30  \n\n---\n\n An Infosys Consulting Perspective Led by Olu Adegoke Consulting@Infosys.com | InfosysConsultingInsights.com The Future of Telco a four-part series \n\n---\n\n  Page: 2 / 30  \n\n---\n\n Beyond connectivity | \u00a9 2023 Infosys Consulting THE FUTURE OF  TELCO In this series, experts outline the four key  trends influencing and driving telecom  companies to the future.  Contents Part 1: Beyond connectivity: How  communication service providers can  monetize emerging B2B growth opportunities By Ravi Jayanthi  Ravi Jayanthi explains how telcos can best  monetize emerging growth opportunities in the  enterprise segment to remain competitive.  Part 2: The new telecom operating model:  Exponential growth opportunities By Alastair Birt Alastair Birt outlines why telecom companies  need to creatively dismantle the old ways and rise  from the ashes stronger, wise, and ready to seize  the future within their grasp.  Part 3: Telecoms: Why talent is the next  frontier for competitive advantage By Mick Burn and Stanislava Gaspar (n\u00e9e  Stoyanova) Mick Burn and Stanislava Gaspar explain how  radical transformation will affect HR strategy and  why betting on people is essential for success.  Part 4: Getting value from AI&A in the telecom  industry By James Thornhill It\u2019s clear that the digital future will be driven by  Artificial Intelligence and Automation (AI&A) \u2013 especially in the telecom industry. James  Thornhill outlines AI&A opportunities and why  CSPs should ensure they have the right strategic  initiatives to grow.  Contributors: Olu Adegoke and Gaurav Kapoor Editor: Vica Granville 2 \n\n---\n\n  Page: 3 / 30  \n\n---\n\n \n\n---\n\n  Page: 4 / 30  \n\n---\n\n BEYOND CONNECTIVITY: HOW COMMUNICATION SERVICE  PROVIDERS CAN MONETIZE B2B GROWTH OPPORTUNITIES Beyond connectivity | \u00a9 2023 Infosys Consulting 4 Companies looking to operate normally today are facing insurmountable obstacles. High  geopolitical risks, economic uncertainty, labor shortages, and the realignment of supply chains  have forced industries to adapt and readjust almost immediately post-pandemic.<|endoftext|>The digital transformation and workforce reinvention required are reshaping demand for  information and communications technology (ICT) solutions and are utilizing the rapid evolution  of advanced technologies. According to Ericsson and Arthur D. Little, these new digitalization  opportunities are providing telecom companies with a significant opportunity in the B2B market  to capitalize on the 35% topline growth potential.  But what is needed to grow the B2B telecommunication market and what hurdles do  telcos need to overcome to grasp this potential?  \n\n---\n\n  Page: 5 / 30  \n\n---\n\n Understanding the potential Before outlining how telcos can succeed in  the B2B market, it\u2019s important to understand  where the opportunity is coming from.  Due to turbulent market forces, many  organizations are already at various stages  of:  \u2022 Developing new technological solutions \u2022 Improving service delivery \u2022 Increasing operational efficiency \u2022 Reducing cost \u2022 Gaining competitive advantage \u2022 Meeting rising customer expectations  Such digital transformations require ICT  solutions that provide integrated connectivity,  security for digitally connected devices, data,  and applications.  In addition, the rapid evolution of cloud,  artificial intelligence (AI), machine learning  (ML), and automation technologies are  bringing incredible value to businesses.  Companies can now aim to provide  employees and customers with secure, high  speed, reliable, low latency mobile networks  with edge computing capabilities.   However, many telecom companies are  failing to seize the opportunity presented  before them. They\u2019re losing out to forward  thinking hyperscale cloud providers (HCP) by  relying on outdated systems, processes, and  operating models.  What hurdles will telcos need to overcome?  To ensure future growth, leaders will need to repackage the intrinsic value of the network with  innovative ways to bring extrinsic value to customers. As such, organizations must expand the  communication service providers (CSP) operating model from a network to a flexible end-to- end business platform provider. This will expand their role in the value-chain.  Beyond connectivity | \u00a9 2023 Infosys Consulting 5 \n\n---\n\n  Page: 6 / 30  \n\n---\n\n But to do that, telecom companies will need  to must overcome several obstacles:   \u2022 The lack of industry domain knowledge that\u2019s essential for innovation at the edge  and value-based selling \u2022 The lack of necessary relationships to  influence enterprises on their digitalization  journey. Many telcos are, therefore,  missing out on business-level (vs.  connectivity-level) conversations to create  relevancy \u2022 The absence of skills necessary to  implement and adopt use cases for  enterprises. Adoption is made more  complex as there\u2019s a lack of subject matter  experts focused on domains and customer  ecosystems  \u2022 Many telcos aren\u2019t replicating use cases  across enterprises, and therefore fail to  amortize the transformation investment \u2022 There\u2019s an uneven distribution of  spectrum assets among CSPs that is  hindering large-scale deployment of 5G,  and thereby hampering use case adoption \u2022 Companies are failing to embrace open- source technologies. This prevents them  from accelerating innovation and reducing  costs \u2022 Competition from hyperscalers. Their  ability to spend the same on telecom  infrastructure services as Tier-1 CSPs has  enabled them to expand their involvement  in the telecom industry/value chain. This  includes edge computing and private  wireless networks  How can telecoms capitalize on the B2B market opportunity  and overcome these challenges?  Beyond connectivity | \u00a9 2023 Infosys Consulting To cater to new segments and opportunity areas telcos must expand their role. Organizations  must transform from simply being a network provider to becoming a service enabler and creator.  This is a complex undertaking to do alone. To be successful, CSPs need to show considerable  flexibility in how they deploy innovative business models. This includes working with HCPs and  service integrators (SIs) to secure a stake in the B2B market.  Technology works better when it\u2019s built together with partners. Especially, when dealing with a  complex ecosystem across a gamut of customer segments, as well as growth areas with  varying business outcomes, capabilities, and systems of differentiation. Establishing a rich  partnership ecosystem will help both market leaders and aspirants to build a complete portfolio  and confidently embark on a journey of scale.<|endoftext|>6 \n\n---\n\n  Page: 7 / 30  \n\n---\n\n Overcoming the various challenges to transform current ways of working isn\u2019t an easy  undertaking. But there are four crucial factors that should be considered in your service  strategy and go-to-market (GTM) playbook to help. These are:  Go-to-market playbook for telecoms to capitalize on the B2B  market opportunity 7 Beyond connectivity | \u00a9 2023 Infosys Consulting B2B2X revenue Create extrinsic value with an outside-in approach  to enterpirse customers.  Innovation/GTM Build a strong partner ecosystem and focus on  value-based selling.  Adoption Simplify use cases for customer adoption and  integrate (E2E) their ecosystem within your  business.  Scale Industrialize network engineering and operations \u2013 essential to scale at large.  \n\n---\n\n  Page: 8 / 30  \n\n---\n\n Key takeaways Telcos can no longer justify network  investments for cost efficiency and  competitive parity alone. They must  focus on creating a path for growth,  leveraging technology to shape  problems that drive innovation and  differentiation.  They need to bring what\u2019s next to  life and start thinking outside of the  box, building a marketplace that will  serve growth. That\u2019s the story of  scale that telecom companies need  to prioritize in partnership with SIs  and HCPs. With boots on the  ground, such partners are key to  driving growth both through GTM  and building out intellectual property.<|endoftext|>This will be a significant  undertaking. As such, it must be  executed in waves to align with  market readiness. It will require  CXOs to commit to innovation,  industry collaboration, and long-term  investments. With a growth potential  of 35% to the topline through  network enabled digitalization, the  potential returns are worth the risk.<|endoftext|>8 Beyond connectivity | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 9 / 30  \n\n---\n\n \n\n---\n\n  Page: 10 / 30  \n\n---\n\n THE NEW TELECOM OPERATING MODEL: EXPONENTIAL  GROWTH OPPORTUNITIES Most telecom companies claim to be well on their way to making the shift from communication  service providers (CSPs) to digital service providers (DSPs). They draw attention to simplified  portfolios, improved customer experiences, a shift to digital channels, and higher NPS as  evidence of success.<|endoftext|>However, when comparing financial performance over the last decade, the telecoms sector falls  far short, as compared to the \u2018double-digit\u2019 compound growth rates of hyperscalers, OTT  players, and software-as-a-service (SAAS) platform disrupters.  New operating model | \u00a9 2023 Infosys Consulting 10 \n\n---\n\n  Page: 11 / 30  \n\n---\n\n The case for change and the future of telco The telecom industry\u2019s earlier period of stellar growth depended on three factors:  1. The competitive advantage of owning the underlying network.  2. Regional presence, and cultural affinity with their target customers.<|endoftext|>3. Underserved generation of customers, with limited competition.<|endoftext|>Today, it\u2019s a very different story, as next-generation customers continue to shift spend and  loyalty to whichever brand provides the most utility, experience, and value. On the other hand,  research shows that customers are ready and willing to let telecom providers help them in many  other areas of their life.  Many of these aren\u2019t small, insignificant  areas, nor is this list exhaustive. These are  large addressable markets, with many use  cases, and potential partners. So, why is it  proving so difficult?  Existing telco products infiltrate deeply into  customer\u2019s lives, both work and play. The  largest operators have massive customer  and business scale, an existing platform for  billing, and service management. They also  have a real-time stream of interaction,  content, and location data to mine for  opportunities and enable personalization of  any service launched.<|endoftext|>But, when it comes to building new  businesses, telecom operators have  historically struggled to scale adjacent  business opportunities. A 2021 survey of  telco CXOs highlighted corporate culture as  the overarching problem, with any new  business hampered by:  \u2022 Cumbersome corporate processes \u2022 A lack of buy-in from senior management  \u2022 And pressure for short-term results in a  business where legacy network-margins  create an inertia to take risks Telcos now find themselves at a crossroads.  For the next decade, they can either tweak  their business and operating models to  achieve incremental gains or make the bold  choice to reinvent their value-creation  formula across a larger set of use cases,  and, if possible, over a larger addressable  market.<|endoftext|>New operating model | \u00a9 2023 Infosys Consulting 11 \n\n---\n\n  Page: 12 / 30  \n\n---\n\n The future: An \u2018ecosystem orchestrator\u2019 and platform partner The more complex something becomes, the more important it is to simplify. Revenues flow to  those who simplify \u201cthe new\u201d. It goes to those who are able to reduce the friction of buying and  using by guiding customers through each stage of their journey \u2013 from first recognizing a need to  becoming wedded to a service.  Hyperscalers, OTT, and SAAS players have operated on the edge of this curve for the last 10  years, delivering great value to shareholders. We believe that the next generation of telco must  emulate these traits and embark on an ambitious organizational transformation: New operating model | \u00a9 2023 Infosys Consulting 12 Telecom companies need to become the first point of contact for customers when they want  innovation, education, and excellence across a much wider set of use cases. This will require a  significant shift in organizational brain, muscle, and talent.<|endoftext|>1. Partner with a broader set of successful growth companies Leverage and combine the strengths of other partners \u2013 many outside the established telco  ecosystem. At the same time, organizations should sprinkle their own differentiation and  creativity into each of the combined solutions they market. Such partnerships provide the  manpower, experience, and laser-focus needed to succeed at a task that would otherwise  be impossible to execute alone.<|endoftext|>2. Adopt and emulate a SAAS-centric growth playbook Transform how you develop and sell products, and the way your people and digital platforms  engage with customers at every stage of the lifecycle. This means continually scanning and  embedding the most successful SAAS strategies and tactics into your operating model.<|endoftext|>3. Transform into an \u2018orchestrator of value\u2019 in the connectivity ecosystem  In other words, build the capabilities to operate above this layer of software, service  partners, and global networks. This will require developing into a bi-modal enterprise \u2013 one  which knows both when it\u2019s best to \u2018own\u2019 the relationship with the customer, and when it\u2019s  not, focusing on making partners successful instead.<|endoftext|>4. Optimize the use of customer and partner data...<|endoftext|>\u2026to target, personalize, and deliver a broader set of value-add services for customers.  Forget \u201cquad-play\u201d and 30+ segments, the future is \u2018mega-play\u2019 to every single unique  customer. To achieve this, telcos need to build a scalable, partner-curated set of products  and services. They also need to hyper-personalize the offer and the delivery into the  hands/devices of every individual, household, and community.  5. Consciously reconstruct the enterprise into a use case driven organization This should be equipped with a lean core which provides the scalable, personalized digital  platform and rich database on which to build out their business. At the same time, it should  free the outer ring to aggressively chase products and service-markets which fit within their  curated partner ecosystem.<|endoftext|>\n\n---\n\n  Page: 13 / 30  \n\n---\n\n In recent years, we\u2019ve seen more and more evidence that telcos can successfully incubate  new products and services, achieving healthy top line growth and M&A activity around these  new service models and business units.<|endoftext|>The future is already being created 13 New operating model | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 14 / 30  \n\n---\n\n Opportunity ahead: Telco for good Emboldened by this success, we  believe that the telecoms industry is  now entering a new phase of  transformation: From DSP to  ecosystem orchestrators. As such,  there\u2019ll be a wave of new products,  service models, and partnerships  across the entire ecosystem, fueled by broader societal change. This is  just the beginning.   Connectivity is the central nervous  system of our society. Industries will  experience unprecedented  technological change in the next 10  years, as AI, 5G, Blockchain,  AR/VR, Web3, and a convergence  of far-reaching technologies take  hold and reshape the way we all live  and work.  Market success for the telecom  industry will rely on many factors,  including the five areas of  transformation mentioned earlier in  the article. Not forgetting, attracting,  and retaining the right partnerships  and talent to transform,  unencumbered by the past.  14 New operating model | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 15 / 30  \n\n---\n\n \n\n---\n\n  Page: 16 / 30  \n\n---\n\n TELECOMS: WHY TALENT IS THE NEXT FRONTIER FOR  COMPETITIVE ADVANTAGE  Talent for competitive advantage | \u00a9 2023 Infosys Consulting The fundamental shift in the telecoms industry from being communication service providers  (CSPs) to becoming ecosystem orchestrators presents an interesting challenge to CHROs. It  requires them to innovate and drive a future-fit HR strategy, acting as key enablers to  successful business evolution and growth.  The ever-changing digital economy and unprecedented levels of disruption have made it  imperative for telecom companies to transform. HR has a critical role to play here, empowering  telcos to deliver the overall vision through people.  Empower growth through talented people Recent Gartner research shows that the workforce is one of the Top 3 priorities for CEOs in  2023. In fact, 50% of HR leaders expect increased talent competition over the next six  months and 46% anticipate attrition will remain high for in-demand roles in 2023.<|endoftext|>The shift to becoming ecosystem orchestrators, the need to adopt an \u2018AI first\u2019 vision, and the  drive to maximize B2B market potential have set new skills requirements for the future of  telco. The industry is becoming increasingly attractive to top talent who would like to work for  businesses that foster innovation and digital excellence. However, there is a shortage of  talent and strong market competition for critical future skills and subject matter expertise.  This raises the bar higher for HR leaders to re-imagine the employee value proposition  (EVP) and the end-to-end employee experience. They need to effectively find new ways to  attract and retain talent and harness future skills, while helping facilitate business changes.  As such, it\u2019s essential for HR to evolve towards delivering advanced capabilities and  enhanced AI-enabled digital experiences.  16 \n\n---\n\n  Page: 17 / 30  \n\n---\n\n 1. Human-centered employee value proposition In the post-pandemic world of work, there\u2019s been a strong shift towards \u2018human-centered\u2019 EVP  and culture, and flexible working arrangements. People are now seeking to gain emotional  value in their employment, which means to feel understood, cared for, invested in,  empowered, and valued.  Alongside commitments for sustainability, net-zero ambitions, and aspirations for green  operations, employees need to feel that the purpose of the organization they work for  resonates with them. Telcos are uniquely challenged and positioned to focus on sustainable  growth and minimize their carbon footprint. Digitization, 5G, Internet of Things (IoT), and cloud  computing are key to achieving these ambitions, and the industry has been making significant  steps to reduce the impact on the environment.  In addition, the strong business focus on diversity, equity, and inclusion is allowing companies  to harness the power of diverse talent and unleash creativity. For example, tackling the  challenge of social mobility or providing reasonable adjustments to people with disabilities will  expand talent pools and further strengthen the employer brand.<|endoftext|>Such a strong value proposition can go a long way in retaining employees, thereby addressing  some of the industry\u2019s high attrition rates while also reducing the costs to recruit \u2013 key  challenges impacting the bottom lines for most telcos today.  2. Employee experience and digital excellence in HR In recent years, employee experience has been at the forefront of HR priorities and continues  to be critical for winning the competition for talent.  For telecom companies, customer experience is at the heart of the business. As such, they  utilize ongoing transformation activities which focus on truly personalizing the experience and  leveraging AI insights in real-time to address fundamental needs. The same approach is to be  consistently applied when re-imagining the employee experience and driving digital excellence  in HR.  17 Talent for competitive advantage | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 18 / 30  \n\n---\n\n 18 Talent for competitive advantage | \u00a9 2023 Infosys Consulting DIGITAL Digitizing workforce products to  exceed employee expectations  and improve productivity by  utilizing human-centered design  methodologies and best-in-class  technology.  EMOTIONAL Placing employee listening at the  core, gaining insights to provide  employees with a meaningful  purpose to work. Whilst, at the  same time, actively promoting a  cohesive emotional environment  that considers mental health and  wellbeing.  PHYSICAL Recognizing unique working  styles and collaboration demands  to promote productivity and  innovation. And transforming  office buildings to smart and  connected environments primed  for hybrid working.  Providing efficient, seamless, and appealing experiences across the employee lifecycle and the  significant employee moments are key differentiators from competitors.<|endoftext|>The three pillars of successful employee experience strategy are: Digital, emotional, and  physical.<|endoftext|>3. Skills and capabilities for the future To support the strategic business agenda for growth, HR leaders in the telecom industry have  been building foundations to define critical future skills, assess potential gaps, and develop  strategies to effectively address the talent shortages across new skills in demand.  The adoption of new AI-powered technologies has been a critical lever to accelerate the skills  transformation, leverage both external and internal talent pools, and develop in-house future-fit  skills and capabilities by re- and up-skilling the existing workforce.  AI-driven talent marketplaces help embrace agile talent mobility, breaking down barriers to  internal moves and career progression. AI-assisted learning provides consumer-grade  personalized learning experiences, while targeting organizational skills gaps. It also helps  employees discover new learning opportunities that support career progression whilst helping  build internal talent pipelines.<|endoftext|>The in-house training capabilities, targeted talent pools, and ongoing lifelong learning  opportunities optimize the re- and up-skilling process. As such, it saves money in the long- term and futureproofs both people and companies.  \n\n---\n\n  Page: 19 / 30  \n\n---\n\n 4. Smart AI can empower and complement frontline workers Whether it\u2019s a technician on their way to a customer or a call center rep dealing with a  complaint, there are many factors that AI can help telcos track and streamline to improve  employee wellbeing.  These smart tools use AI and machine learning to improve shift allocation, optimally  determining who is needed when and for how long. This makes work flexible and fits into  today\u2019s desired hybrid working model, as well as adjusting staff misalignment in real-time.  It can also identify what caused delays, helping telcos keep their customers promptly  informed and implement required steps for improvement.  In addition, AI-based smart coaching can provide training pre- and post-work, creating  daily and weekly team reports for training and recognition. Such systems have improved  workforce management by 90%, reducing complaints and creating an agile and  encouraging work environment.  The future of smart AI in the telco space is immense and has the potential to significantly  enrich frontline workers and drive operational efficiencies for those that embrace emerging  tech opportunities to the fullest.<|endoftext|>19 Talent for competitive advantage | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 20 / 30  \n\n---\n\n Key takeaways The telecoms industry is on a  disruptive and creative growth  trajectory, and CHROs have the  leading role to empower the  transformation by focusing on the  following strategic areas: \u2022 Foster consumer-grade employee  experience and well-being, and  support diverse workforce \u2022 Become an employer of choice  and magnet for critical talent \u2022 Ensure availability of future-fit  skills and develop strong internal  talent pools \u2022 Digitize HR and adopt agile ways  of working  \u2022 Facilitate change and help shape  the right business operating  model We believe that the human element  is the true differentiator for success.  By drawing employees together to  tackle problems in new ways, it\u2019s  possible to transform organizations  from the inside out, creating tangible  change for a more sustainable  future.  20 Talent for competitive advantage | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 21 / 30  \n\n---\n\n \n\n---\n\n  Page: 22 / 30  \n\n---\n\n GETTING VALUE FROM AI&A IN THE TELECOM INDUSTRY In this series we\u2019ve already mentioned the difficulties the telecom industry has had in remaining  competitive. We explained how historic poor customer service, complex business operations,  and financial pressure have negatively impacted the industry\u2019s ability to compete. This is  especially true when looking at the track record of communication service providers (CSPs) in  comparison with hyperscalers and over-the-top providers who excel in the experience they offer.  The good news is that Artificial Intelligence and Automation (AI&A) can play a significant role in  helping telcos gain the competitive edge they\u2019ve been seeking. This is something that many  telecom companies have already understood, as the global AI market size in the industry is  projected to reach 14.9 billion US dollars by 2027.  The problem is investing for investment\u2019s sake, risking a poor return on investment (ROI) and  losing the competitive potential AI&A opportunities promise. So how can CSPs invest wisely  to best utilize AI&A for future growth? How can AI&A improve CSP operations?  Before answering how best to invest, it\u2019s important to understand how AI&A can help telcos  overcome the challenges they currently face. There are four key opportunity areas where AI&A  can be applied: 1. Digital customer engagement: AI&A can improve the customer experience through direct  engagement, e.g., chat. It can also drive hyper-personalization, targeting each customer  directly and effectively.  2. Network transformation: Network operations and AIOps can be optimized from process  automation, machine learning, and reasoning to zero-touch predictive maintenance/self- healing. These technologies can also support network rollout and field force optimization.  3. Lean telco operations: Multiple AI&A use cases can be used in lead-to-cash and service  assurance. Business and operations support systems (BSS/OSS), as well as supply chain  management can also be augmented.  4. Revenue growth: B2B services are optimized due to real-time data insights and other  advanced technologies. Overall, sales and services are also optimized.<|endoftext|>22 Value from AI&A | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 23 / 30  \n\n---\n\n Clearly, each opportunity area presents many applications for AI&A, but where does a CSP  place its bets? There are several factors that make this tricky.<|endoftext|>On the one hand, most CSP value streams will yield benefits \u2013 for example, both customer- facing lead-to-cash and operational record-to-analyze offer happy hunting grounds. Within  each value stream there are a range of addressable opportunities, both straightforward and  complex with differing ROIs, from simple data entry to complex back-office virtual agents.  On the other hand, a wide variety of new and established technologies are crowding the  market, which can be applied individually or in concert. For example, workflow, decision  management, and robotic process automation, through to emerging Generative AI.  Moreover, stakeholders have differing levels of enthusiasm ranging from outright resistance  and box ticking to strong advocates \u2013 possibly depending on certain technology types or  vendors. This makes it difficult for CSPs to understand which technologies would best suit  their operations and business goals.<|endoftext|>AI&A maturity and governance models also abound, often themselves siloed, and which are  required to contend with new ethical AI regulation. Some applications of AI may seem  appealing but expose the enterprise to risks like recruiting or the management of critical  network infrastructure.  The benefits that some of these technologies provide will only be felt in the long-term. For  instance, curating quality data is essential to most higher value AI use cases but can be highly  complex, taking years.  Finally, acquiring, developing, and retaining AI skills will remain challenging for the  foreseeable future. Finding the right North Star, organization, and roles to help identify, rollout  and operate AI&A is also a challenge.<|endoftext|>It\u2019s therefore hard to have visibility and make informed decisions. Investment can be applied in  an ad hoc fashion, the easy opportunities missed or held up, and the more difficult but  interesting overserved. By over-strategizing and governing, you can risk accumulating high  overheads, with local enthusiasm and innovation stifled. Too little planning and control leads  to losing precious budget and focusing on a plethora of local initiatives and technologies,  driven by the enthusiastic, with unknown returns.  Why is it difficult to know how best to invest?  23 Value from AI&A | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 24 / 30  \n\n---\n\n CSPs can start to improve their ROI by focusing on the following areas:  Where do CSPs spend to get the most return on investment?  1. Make an inventory of your investments by value stream Depending on the model used (e.g., TM Forum, APQC) there are around 25-30 value streams  in a CSP, more if separated by market segments. Most should see a measure of investment,  however, attention should be focused on business-critical value streams where AI&A can add  most value.  CSP strategies vary but most customer-facing value streams such as lead-to-cash should be  high-focus, as well as key operational areas such as service and network planning,  assurance, and lifecycle management.  Opinions on relative levels of investment may also vary, but there should be visibility and  direction. Targeted improvements to value stream business outcomes in the form of business  critical KPIs can provide achievable North Stars for programs.  24 Value from AI&A | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 25 / 30  \n\n---\n\n 2. Use a range of technology There\u2019s no single killer technology, each macro pain point will have a subset of AI&A  technologies that can be considered. If potential is being address, the organization should see: \u2022 A range of simple to complex challenges being addressed across most value streams \u2022 The highest business impact from the biggest investment in the value stream \u2022 A range of established and new technologies being used  25 Value from AI&A | \u00a9 2023 Infosys Consulting 3. Check pain points In CSPs, each value stream has relatively well-known macro pain points where AI&A can be  applied, some straightforward \u2013 e.g., automation of swivel chair data entry between and  within BSS and OSS systems \u2013 others higher value but more complex to address. The latter  include recommending an optimum price point or guiding back-office staff through  labyrinthian business rules for complex B2B products.  \n\n---\n\n  Page: 26 / 30  \n\n---\n\n 4. Direct the investment Taking this AI&A portfolio view can provide a framework to direct investment to the most  appropriate areas for a CSP in the early stages of exploiting AI&A, or to augment more mature  strategies and governance.  To do this successfully, ask yourself the following questions: 26 Value from AI&A | \u00a9 2023 Infosys Consulting If AI&A is being exploited well, then a CSP should expect to see initiatives in certain areas, as well  as a range of tactical and strategic endeavors. For example, in lead-to-cash a range of  investments should be seen across all areas of the value stream.<|endoftext|>Are we addressing the low hanging fruit?  Is investment being skewed toward an area where the enthusiasts are,  as opposed to where most value can be gained? Are we avoiding the difficult areas that are strategically important? Are we ignoring certain technology types, or applying others where there  are better options?  Are we chasing too many fads or ignoring great innovations? \n\n---\n\n  Page: 27 / 30  \n\n---\n\n 27 Value from AI&A | \u00a9 2023 Infosys Consulting This can also be further developed to construct an end-to-end view of AI&A initiatives and their  aggregated impacts on a value stream performance. This then raises further questions: Are initiatives creating siloed improvements but not impacting key end- to-end metrics, or are the overall impacts unknown? Has the aggregated customer and employee experience been  considered to create value? Are we consolidating efforts (data, process, tools) at least within or  across related value streams e.g., lead-to-cash, request-to-change,  service assurance? What is the balance between creating quality data architectures vs.  speed of execution and business benefit, especially for \u2018low hanging  fruit\u2019? CSPs should expect their internal capabilities or external partners in AI&A to proactively seek to  create such views. They can also expect these stakeholders to come to the table with points of  view on where investment should be made \u2013 basing investment on generic discovery phases  where consultants or internal AI&A subject matter experts learn their industry is questionable.  \n\n---\n\n  Page: 28 / 30  \n\n---\n\n Key takeaways Prioritize, manage, and track activity  through a value stream lens  applying widely understood  knowledge of pain points. This will  ensure appropriate coverage using  a range of established and emerging  technology to manage risk and  achieve ROI.  28 Value from AI&A | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 29 / 30  \n\n---\n\n MEET THE EXPERTS \u201cThe  lines  betw een  digita l and  physi cal  retail  will  conti nue  to  blur\u201d MICK BURN Partner, Head of T&O EMEA Michael_Burn@infosys.com RAVI JAYANTHI Associate Partner, CMT Ravi.Jayanthi@infosys.com 29 ALASTAIR BIRT Associate Partner, CMT Alastair_Birt@infosys.com JAMES THORNHILL Associate Partner, CMT James.Thornhill@infosys.com GAURAV KAPOOR Associate Partner, CMT Gaurav_Kapoor01@infosys.com STANISLAVA GASPAR (n\u00e9e Stoyanova) Principal, T&O Stanislava.Gaspar@infosys.com OLU ADEGOKE Partner, Global Practice Head, CMT Olu.Adegoke@infosys.com \n\n---\n\n  Page: 30 / 30  \n\n---\n\n consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world\u2019s most recognizable brands  transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive  technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today\u2019s digital landscape to win market share and create shareholder value for lasting competitive  advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  \u00a9 2022 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is  accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the  proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights  mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be  reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed,  photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual  property rights holders under this document.    \n\n\n***\n\n\n  "}
+{"text": "# Infosys POV \nTitle: The synergy between AI and cloud transformation \nAuthor: Infosys Consulting \nFormat: PDF 1.6 \n\n---\n\n  Page: 1 / 10  \n\n---\n\n An Infosys Consulting Perspective By Wahid Sattar & Ross Oldbury Consulting@Infosys.com | InfosysConsultingInsights.com The synergy between AI  and cloud transformation How prepared are you for the future of work and  innovation? \n\n---\n\n  Page: 2 / 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 2023 Infosys Consulting 2 Introduction The exponential growth of data and the increasing complexity of business  operations have necessitated the adoption of cloud computing as a critical  enabler of digital transformation with spending on-end user cloud computing  services hitting a staggering $600 billion in 2023. In parallel, artificial intelligence  (AI) has emerged as a game-changer in the technology landscape with  spending in 2023 expected to hit between $160 billion to $400 billion and with it  transforming the way businesses operate and driving innovation across various  domains. This paper explores the relationship between AI and cloud  transformation, highlighting the synergies, strategies and benefits of their  integration, along with the key technologies that underpin their relationship.<|endoftext|>Joint spent on cloud computing  and AI could reach up to   $1 trillion by end of 2023.  \n\n---\n\n  Page: 3 / 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 2023 Infosys Consulting 3 The emergence of AI and cloud computing AI and cloud computing have emerged as two of the most disruptive  technologies in recent years. While AI is transforming the way we process  data and automate tasks, cloud computing is enabling organizations to scale  and optimize their operations. The convergence of these two technologies has  created new possibilities for businesses to leverage data and gain insights,  streamline processes, and drive innovation.<|endoftext|>1.<|endoftext|>Natural Language Processing (NLP) and Chatbots: NLP is an AI  technology that allows machines to understand and interpret human  language. Chatbots are AI-powered applications that use NLP to interact  with users in a conversational manner. Together, NLP and chatbots are  enabling businesses to provide more personalized and efficient customer  service, while reducing the workload on human customer service  representatives. Think of Mondly: a chatbot transforming how people  learn languages combining innovative NLP, Chatbot and NPC (non- playable character) features. In April 2023, OpenAI, the creator behind  the much-publicized ChatGPT, recently closed a $300 million share sale,  valuing the company at nearly $30 billion.<|endoftext|>2.<|endoftext|>AIOps, or Artificial Intelligence for IT Operations, is an emerging  technology that uses machine learning algorithms and advanced analytics  to automate and improve IT operations. This technology is gaining  popularity among companies as it enables them to proactively detect and  resolve issues before they impact business operations. Deploying AIOps  involves several steps. Firstly, companies need to collect large volumes  of IT infrastructure data, including logs, metrics, and events, from their  monitoring tools. Next, this data is processed and analyzed using  machine learning algorithms that can recognize patterns and identify  anomalies.<|endoftext|>\n\n---\n\n  Page: 4 / 10  \n\n---\n\n These insights are then used to detect and isolate problems in real-time and  provide proactive defense against. A major player in this area is Broadcom,  who completed their acquisition of VMWare, the largest cloud computing  and virtualization acquisition to-date.<|endoftext|>3. Edge-to-cloud: Edge Computing is a cloud computing technology that  enables data processing and analysis to be done at the edge of the network  or closer to the source of the data such as SmartMeters. By leveraging  edge computing, businesses can reduce latency and improve the  performance of cloud-based applications, while also improving data security  and reducing bandwidth costs. The market is expected to grow to over $50  billion (TechTarget) 4. Cloud-based IoT platforms: Cloud-based Internet of Things (IoT) platforms  are enabling businesses to connect and manage IoT devices and sensors  from a centralized location. By leveraging the power of cloud computing  and AI, these platforms are enabling businesses to gain insights into IoT  data and automate IoT-based tasks, such as predictive maintenance.<|endoftext|>5. Cloud-based collaboration: Cloud-based collaboration tools, such as  Microsoft Teams and Slack, are enabling businesses to improve  communication and teamwork across the organization. By providing a  centralized platform for communication and collaboration, these tools are  helping to streamline business operations and improve productivity.  Microsoft are currently testing their flagship AI collaboration offering MS Co- pilot which is built open OpenAi\u2019s GPT4 Large Language Model (LLM) \u2013 sure to be game-changer.<|endoftext|>The synergy between AI and cloud transformation | \u00a9 2023 Infosys Consulting 4 \n\n---\n\n  Page: 5 / 10  \n\n---\n\n Examples of AI and cloud transformation in various industries The synergy between AI and cloud transformation | \u00a9 2023 Infosys Consulting 5 Healthcare The healthcare industry has been leveraging the synergy between AI  and cloud transformation to improve patient outcomes and reduce  costs. AI-enabled cloud services are being used to develop predictive  models to identify patients who are at risk of developing chronic  diseases, detect diseases at an early stage, and develop personalized  treatment plans. Cloud computing is also enabling healthcare providers  to store, manage and analyze large volumes of patient data, making it  easier to identify patterns and trends, and make informed decisions.  The global healthcare cloud infrastructure spend is expected to reach  over $60 Billion by end of 2023 and analysts estimating the industry  could save ~$200 Billion from further AI investment.  Manufacturing  The manufacturing industry has been using AI-enabled cloud services  to improve operational efficiency, reduce downtime and improve  product quality, spending is expected to increase to over $350 billion  on cloud infrastructure with AI expected to hit ~$15 billion. AI  algorithms are being used to analyze large volumes of production data  to identify patterns and anomalies, enabling manufacturers to predict  machine failures and schedule maintenance proactively. Cloud  computing is also being used to store and manage production data,  making it easier to analyze and optimize operations, and enable  predictive maintenance.<|endoftext|>\n\n---\n\n  Page: 6 / 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 2023 Infosys Consulting 6 Financial services The financial services industry is using AI and cloud  computing to improve risk management, reduce fraud, and  improve customer experience. AI-enabled services are  being used to develop predictive models to identify potential  fraud, detect anomalies, and improve fraud prevention \u2013 it is  estimated banks saved over 860 Million Hours with use of  chatbots (Forbes, DataBank). Cloud computing is also  being used to store and manage transaction data, making it  easier to analyze customer behavior and provide  personalized recommendations.  Retail  The retail industry is leveraging the synergy between AI  and cloud computing to improve customer experience and  optimize operations. AI-enabled services are being used to  develop personalized recommendations, enable visual  search, and optimize supply chain management. Cloud  computing is also being used to store and manage  customer data, making it easier to analyze behavior and  provide personalized recommendations; expected spend to  reach over $30 Billion coupled with AI innovations in  Metaverse, personalization, ethics and delivery expected to  significantly transform the customer experience.  \n\n---\n\n  Page: 7 / 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 2023 Infosys Consulting 7 Cloud strategy  with AI and innovation As businesses continue to leverage the power of cloud computing to  streamline operations, reduce costs, and drive innovation, the importance of  having a cloud strategy in place has become increasingly clear.<|endoftext|>One of the key drivers of cloud strategy is cloud innovation which refers to the  development and deployment of new and cloud-based technologies, services,  and applications that can help businesses to stay competitive and drive  growth. By leveraging the latest advances in cloud computing, businesses can  gain a competitive edge by being able to rapidly innovate, scale, and adapt to  changing market conditions.<|endoftext|>The integration of cloud computing and artificial intelligence (AI) has become  a major focus for cloud innovation in recent years. By leveraging AI  technologies such as machine learning, natural language processing, and  computer vision, businesses can gain insights and automate tasks that were  once impossible to achieve at scale. For example, by using AI-enabled cloud  services, businesses can automate routine tasks such as data entry,  processing, and analysis, freeing up valuable time and resources that can be  used to focus on higher-value activities.<|endoftext|>Cloud innovation is also driving the development of new and cloud-based  services and applications that can help businesses to drive growth and stay  competitive. For example, cloud-based analytics services are helping  businesses to gain insights into customer behavior, while cloud-based  collaboration tools are improving communication and teamwork across the  organization. Cloud-based services are also helping businesses to streamline  their operations, reduce costs, and improve efficiency.<|endoftext|>\n\n---\n\n  Page: 8 / 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 2023 Infosys Consulting 8 However, as businesses continue to embrace cloud innovation, they must also  be aware of the risks and challenges associated with cloud adoption. These  can include issues such as data privacy and security, vendor lock-in, and the  need for skilled personnel to manage cloud operations but in the absence of a  ready-made skilled workforce, organizations will need to put the right platforms  and processes in to develop and train their workforce to manage these  technologies effectively. To mitigate these risks, businesses need to develop a  comprehensive cloud strategy that addresses these challenges and ensures  that they are well-equipped to handle them.<|endoftext|>What\u2019s next? The synergy between AI and cloud transformation is transforming the way  businesses operate and drive innovation across various domains. The key  technologies that underpin this relationship, including machine learning,  natural language processing, cloud infrastructure, and edge computing, are  enabling businesses to leverage data and gain insights, streamline processes,  and drive innovation. AI-enabled cloud services are helping businesses to  extract insights and automate tasks, making it easier to scale operations and  drive innovation.   By leveraging the latest advances in cloud computing and AI, businesses can  gain a competitive edge by being able to rapidly innovate, scale, and adapt to  changing market conditions. However, to succeed in the cloud era, businesses  must also develop a comprehensive cloud strategy that addresses the risks,  challenges, regulatory and geographical requirements associated with cloud  adoption and ensures that they are well-positioned to achieve their goals and  objectives.<|endoftext|>At Infosys Consulting, we help our clients navigate the world of AI  and Cloud transformation, let us help you Navigate Your Next.<|endoftext|>\n\n---\n\n  Page: 9 / 10  \n\n---\n\n MEET THE EXPERTS Ross Oldbury Associate Partner \u2013 CIO Advisory Practice.  Ross has over 25 years of Enterprise IT experience. He started with roles  in Engineering and Infrastructure, then moved into Strategic Cloud  Consultancy on Azure and AWS. More recently, Ross has focused on  complex cloud transformations and Alliances Partner Networks.<|endoftext|>Ross.Oldbury@infosysconsulting.com Wahid Sattar Senior Principal \u2013 CIO Advisory Practice With over 15 years\u2019 experience, Wahid is  pragmatic business  transformation and technology enablement specialist who delivers across  the CIO, CTO and Digital spectrum.<|endoftext|>Wahid.Sattar@infosysconsulting.com The synergy between AI and cloud transformation | \u00a9 2023 Infosys Consulting 9 \n\n---\n\n  Page: 10 / 10  \n\n---\n\n consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world\u2019s most recognizable brands  transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive  technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today\u2019s digital landscape to win market share and create shareholder value for lasting competitive  advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  \u00a9 2023 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is  accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the  proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights  mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be  reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed,  photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual  property rights holders under this document.    \n\n\n***\n\n\n  "}
+{"text": "# Infosys POV \nTitle: Thriving in the Post-Covid Insurance Growth \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 28  \n\n---\n\n An Infosys Consulting Perspective By Aaro Kauppinen, Sagar Roongta, and Jitin Sharma Consulting@Infosys.com | InfosysConsultingInsights.com THRIVING IN THE  POST-COVID  INSURANCE  GROWTH Insurance in Emerging South-East Asia \n\n---\n\n  Page: 2 / 28  \n\n---\n\n CONTENTS 2 1.<|endoftext|>Introduction 2.<|endoftext|>Operating Environment Changes 3.<|endoftext|>Changed Consumer Preferences 4.<|endoftext|>Succeeding in the Next Normal 5.<|endoftext|>Recommendations for Insurers Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 3 / 28  \n\n---\n\n Successful insurers gain market share through CX  and personalization Emerging South-East Asian markets are seeing  tremendous growth in insurance. We expect  +9-11% Gross Written Premiums (GWP) growth  year-on-year until 2025 across the region,  contributing to incremental 34-40 billion USD  in GWP. This is much welcomed after the  COVID induced setback. Despite COVID and  other regionally impacting headwinds like  China\u2019s extended economic slowdown or war in  Ukraine, several insurers have been able to  grow their premium income through this  tumultuous period.<|endoftext|>Our analysis of the success stories in the region  highlights three high-impact opportunities for  insurers to grow at a market-beating rate:  personalized customer experience, distribution,  and the ecosystem, and lastly, product  innovation. In addition to the three high-impact  opportunities, we identified several other  opportunities to improve their market position.<|endoftext|>INTRODUCTION 1 2 3 Personalized Customer  Experience Distribution and Ecosystem Product Innovation Other Opportunities \u2713 Scenario-based Business Planning \u2713 Growth Market Investments \u2713 Tailored Pricing and Commercial Excellence \u2713 Product Portfolio Rationalization \u2713 Operational Efficiency \u2713 AI and Analytical Customer Models \u2713 Wearables and the Internet of Things Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 3 What should insurers in South-East Asia do  to reap benefits from the  post-COVID growth momentum? \n\n---\n\n  Page: 4 / 28  \n\n---\n\n INTRODUCTION This point of view is structured into 4 chapters. First, we explore the macro-level operating  environment impacts of COVID to insurance and apply a driver-based model to forecast insurance  growth in the region. Second, we summarize the changed consumer preferences towards  insurance. Third, we highlight key success stories of insurers that were able to beat the market  throughout this tumultuous period. And in our Fourth chapter, we summarize all the key learnings  how insurers could accelerate their growth in the post-COVID economy.<|endoftext|>Product innovation provided two growth opportunities for insurers:  response to market changes and increase in relevancy. The most agile  insurers were able to release new products covering COVID-related risks.  Financial and insurance literacy has not developed at the rate of digital  technology adoption; targeted, customer-friendly products have been a  success driver for insurers to penetrate the previously uninsured  segments.<|endoftext|>Distribution and sales are still largely driven using agency and broker   channels in the region. The individuals still want the personal contact to  understand the relatively complex insurance products. Supporting  agents and brokers with digital tools and training, and therefore enabling  the digital customer experience through an intermediary is a major  growth driver.  Ecosystem participation, including bancassurance, is prevalent through  the region. Providing the right offers and tools for the right partners and  through the right ecosystems is the key for growth.<|endoftext|>Personalized customer experience is a digital and analytics- driven approach to increase the insurance income, GWP, customer  satisfaction, and cost-to-income ratio. Targeted and tailored messaging  from marketing, through sales, underwriting, claims and the rest of the  customer journey has proven its value in the region. Emerging South- East Asia is generally favorable in sharing their data for personalized  experiences and they have adopted mobile and digital technologies to  match or even beat the developed APAC.<|endoftext|>Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 4 \n\n---\n\n  Page: 5 / 28  \n\n---\n\n COVID-induced drop in economy was succeeded  with accelerated growth The immediate impact of COVID was the  restrictive government policies and reduction  of economic activity. The GDP for the emerging  South-East Asia dropped by 4.3% in 2020 from  2019 levels and recovered only the next year  2021. Despite the recovery with accelerated  GDP growth at 8.0%, the GDP will not reach  the pre-COVID growth trajectory before 2025.1 China has been the principal driver for  economic growth in Asia and its restrictive  COVID policies extended the depressed  economic growth. The sudden loosening of  China\u2019s restrictions has resulted in a mixed  immediate response. We expect that eventually  the loosened policies will re-accelerate its  economic engine bringing growth for the entire  region. Furthermore, the war in Ukraine and  resulting sanctions has led to further reduction  of growth prospects; South-East Asia is  geographically relatively far away from the war,  but the impacts to trade, food and energy have  extended to the region.2 OPERATING ENVIRONMENT CHANGES 1,289 535 402 434 414 2,497 2,668 2,849 2,727 2,942 3,178 3,441 3,698 3,995 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 2017 2018 2019 2020 2021 2022 2023 2024 2025 Emerging South-East Asia GDP by country  Vietnam Malaysia Philippines Thailand Indonesia B USD +6.8% +8.0% +7.9% -4.3% The others include Myanmar, Cambodia and Laos.<|endoftext|>KEY ACTIONS FOR INSURERS \u2713 Prepare for growth: SEA economies will  exceed pre-pandemic growth rates.<|endoftext|>\u2713 Use scenario-based business planning:  Discrete world events dramatically impact  the macro-economic environment.<|endoftext|>Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 5 \n\n---\n\n  Page: 6 / 28  \n\n---\n\n Out of the South-East Asian markets, we  analyzed Indonesia, Thailand, Malaysia,  Vietnam, and the Philippines which constitute  97% of the region\u2019s GDP. The COVID-induced  financial hardship led to an overall reduced  spending on insurance. Pre-COVID, from 2016  to 2019, the total GWP had grown 7.1%  annually (in USD). From 2019 to 2020 it shrank  by 1.1%. Post-COVID, in 2021, the insurance  spending increased by 6.8%.3, 4, 5, 6, 7 We are forecasting the GWP to grow 9-11%  year-over-year until 2025 aligned with the  elevated GDP growth. Especially Vietnam and  Indonesia are expected to be the growth  drivers contributing ~50% of the total growth  of the 5 countries.  OPERATING ENVIRONMENT CHANGES KEY ACTIONS FOR INSURERS \u2713 Focus on growth markets: Especially  Vietnam and Indonesia.<|endoftext|>\u2713 Proactive pricing: Inflation-driven growth  needs active management of policy prices;  adjust policy price review cadence to  match the increased claim costs and  market requirements.<|endoftext|>\u2713 Differentiated product adjustments:  Increase prices for premium products  which are less price-sensitive; reduce the  coverage and therefore the exposure of  basic products to alleviate price increase  pressure of highly price-sensitive customer  groups.<|endoftext|>16.9 19.1 18.6 19.4 17.5 17.3 14.0 14.1 15.6 16.6 16.8 17.9 5.1 5.2 5.6 5.8 6.0 8.3 22.1 24.4 26.7 27.7 27.1 27.7 3.9 4.7 5.8 6.9 8.1 9.5 27.6 25.1 10.2 34.9 18.7 0 5 10 15 20 25 30 35 40 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 GWP in SEA emerging markets Vietnam Malaysia Philippines Thailand Indonesia B USD Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 6 \n\n---\n\n  Page: 7 / 28  \n\n---\n\n OPERATING ENVIRONMENT CHANGES The 2020 dip in GWP resulted in higher  insurance penetration as the GDP declined  faster than the GWP. We forecast mild  insurance penetration development in all  countries except for Vietnam. Vietnam\u2019s  insurance penetration is expected to grow by  30% by 2025 driven by current low baseline,  strong economic recovery, legalization of  online insurance, urbanization, growing middle  class population, and easier access to insurance  especially through the bancassurance channel.8 GWP growth trend and forecast Annual GWP Growth Value-add B USD  (22-25) Country 2016-2019 2019-2020 2020-2021 Forecast 22-25 Indonesia 4.5% -9.7% -1.1% 9% \u2013 12% 8.7 \u2013 10.4 Malaysia 5.8% 1.2% 6.6% 8% \u2013 9% 7.2 \u2013 8.0 Philippines 4.2% 4.0% 36.7% 6% \u2013 10% 1.9 \u2013 3.4 Thailand 7.8% -1.9% 2.1% ~6% 7.2 \u2013 8.0 Vietnam 20.9% 17.0% 18.0% 18% \u2013 20% 9.1 \u2013 10.1 Total 7.1% -1.1% 6.8% 9% \u2013 11% 34 \u2013 40 Insurance penetration  (GWP / GDP) Country 2019 2021 2025 FC Thailand 5.08% 5.39% 5.4% Malaysia 4.53% 4.52% 4.6% Vietnam 2.10% 2.60% 3.3% Philippines 1.54% 2.10% 2.1% Indonesia 1.73% 1.46% 1.7% Insurance penetration forecast Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 7 GWP forecast model Macroeconomic drivers \u2022 GDP (USD) \u2022 Population \u2022 GDP / capita (USD) \u2022 Inflation \u2022 Unemployment Insurance market \u2022 Gross Written  Premium \u2022 Insurance  Penetration Driver-Based Model Forecast \u2022 2 macro-economic  driver models:  insurance penetration  and insurance density \u2022 Models based on  2015-2021, excluding  2020 (COVID year) \u2022 P-value for both  models <0.005 \u2022 GWP model is a  weighted average of  both models for best  fit against actuals \u2022 GWP forecast based  on the driver-based  model applied on  IMF\u2019s macro- economic forecast  (October 2022) \u2022 Insurance penetration  and density  calculated based on  forecast GWP against  IMF\u2019s relevant macro  drivers, GDP and  population \n\n---\n\n  Page: 8 / 28  \n\n---\n\n OPERATING ENVIRONMENT CHANGES Our model suggests that the insurance density  continues to develop largely at pre-COVID  rates. Vietnam is the only country in our model  that is expected to see significant take-off from  its peers, Indonesia, and the Philippines.  The population who are insured will depend on  insurance types and countries. For example, in  Thailand, 75% of the population are covered by  health insurance and the rest are covered by  national healthcare systems. In the Philippines  and Vietnam, circa 90% of the population are  covered by national health insurance. In  Malaysia and Indonesia on the other hand, over  50% and 35% of the population do not have  health coverage, respectively.9, 10, 11, 12, 13 In summary, while COVID induced a bump in  the road, we forecast that the future growth is  40% faster compared to pre-COVID. The  growth is driven by increased digital adoption  promoting easier access, urbanization and the  growth of middle class generating more  demand, increased interest towards health and  life insurance due to the pandemic.<|endoftext|>66 73 71 442 440 482 509 514 546 53 54 56 320 352 384 397 389 396 42 51 71 83 64 98 732 88 496 97 184 0 100 200 300 400 500 600 700 800 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Insurance density in SEA emerging markets (GWP / person) USD Vietnam Malaysia Philippines Thailand Indonesia KEY ACTIONS FOR INSURERS \u2713 Reap the growth now, as the pandemic is  still fresh in memory.<|endoftext|>\u2713 Seize the opportunity in growth markets  especially in growing urban middle class.<|endoftext|>\u2713 Focus on reach and easy-to-understand  offerings in underinsured markets.<|endoftext|>Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 8 \n\n---\n\n  Page: 9 / 28  \n\n---\n\n Three years of digitalization in three months CHANGED CONSUMER PREFERENCES Overall, COVID increased the attention to  insurance, especially health and life products.  The persistence of COVID, with its several  waves and increasing number of variants, has  kept health topics, including insurance, in the  public discourse. Not all news has been positive  though, e.g., regarding the insurers\u2019 inability to  pay the claims, or rehabilitation of insurers  facing bankruptcy. Despite the controversies,  we see that the demand for insurance has  grown in the region.<|endoftext|>Firstly, COVID deeply changed the way how  people behave and what they expect. In  general, it forced everyone to adopt digital  channels one way or another. Secondly, the  impacts of COVID were very personal in nature;  we see different response between user groups  depending on how they were impacted by  COVID. In the next sub-chapters, we address  both effects and then summarize the best  practices for insurers.<|endoftext|>Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 9 \n\n---\n\n  Page: 10 / 28  \n\n---\n\n COVID doubled digital channel adoption in a  single year CHANGED CONSUMER PREFERENCES Working from home and social distancing  measures led consumers to adopt digital  technologies much faster than anticipated pre- COVID. In many aspects, the emerging APAC  markets have surpassed the developed APAC  markets in digital adoption. For example, in  2022, 43% of people in the emerging markets  managed their policies digitally, when only 23%  in the developed markets do so.  In financial  services in the emerging Asia-Pacific, digital  banking usage nearly doubled from 55% to  88% of the population from 2017 to 2021. While  many respondents to surveys say that they are  interested in buying insurance through an  online channel, only 25% of those willing to buy  the insurance online actually do so. The  blockers include limited online channel, and  difficulties to use the channel.14, 15, 16 Digital insurance adoption may have been  inhibited by the regulatory restrictions, e.g., in  Thailand and Vietnam online insurance sales  has been limited by the regulator. Philippines  on the other hand has seen doubling of the  online channel preference as the principal  interaction channel from under 30% to more  than 60% from pre- to post-COVID.17 In emerging South-East Asia, the digital  channel effectively means the mobile channel.  Due to limitations of public infrastructure, the  smartphone is the principal tool to access the  Internet and online services in both urban and  rural areas. The digital channel is not limited to  direct channel; consumers are expecting digital  interactions embedded with the human  interaction with an agent or a broker. Nearly  half of the people in the region say that they  would want at least some human interaction  when they are purchasing new policies.   Omnichannel interactions where one part of  the customer\u2019s journey is digital, and another  part is handled through traditional channels are  even more important during the transitioning  and resetting into the post-COVID World.18 55% 20% 16% 18% 28% 60% 1% 2% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Pre-covid Post-covid Philippines insurance customers'  channel preference In person By phone Digitally Other KEY ACTIONS FOR INSURERS \u2713 Double down efforts on digital channels,  especially mobile.<|endoftext|>\u2713 Extend digitalization through the agent and  broker channels.<|endoftext|>\u2713 Build omnichannel capabilities for seamless  customer journeys across the digital and  non-digital touchpoints.<|endoftext|>Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 10 \n\n---\n\n  Page: 11 / 28  \n\n---\n\n COVID is a strong use case of benefits of  behavioral segmentation CHANGED CONSUMER PREFERENCES Some people were financially relatively  unimpacted by COVID, while others might have  needed to tap into their savings, lose a job, or  make other adjustments in their life. E.g., in the  Philippines, unemployment doubled from 5.1%  to 10.4% from 2019 to 2020. The ones whom  COVID most impacted were 5-10% more  interested to acquire insurance than their less  impacted peers. Very importantly, only 50% of  people who were negatively impacted by  COVID were interested in sharing their  personal data for personalized pricing, while  80% of those who were less impacted were  willing to share that detail. Depending on the  country, 66-82% of the respondents in  Emerging South-East Asia were willing to share  personal data to get a customized insurance  plan.9, 19 80% 50% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Less impacted by COVID More impacted by COVID Philippines insurance customers\u2019  willingness to share personal data  for personalized price Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 11 \n\n---\n\n  Page: 12 / 28  \n\n---\n\n CHANGED CONSUMER PREFERENCES COVID induced a wave of insurance  terminations, but also new policies. For  example, in Philippines Life Insurance, the  switching increased by 35% from pre-COVID  levels. Study in USA examined similar switching  behavior and identified that price, experience,  and product to be the most significant reasons  for switching the insurance. The same was  applicable for both Life and Non-Life.  This  switching behavior can be forecasted and  prevented using advanced behavioral  models.20 0 200 400 600 800 1,000 1,200 1,400 1,600 0% 5% 10% 15% 20% 25% 2017 2018 2019 2020 2021 Philippines Life Insurance Policies Policies in effect (end of year) New policies Terminated policies Switches (est) +35% Count of policies,  x1,000 New & terminated policies,  % of total KEY ACTIONS FOR INSURERS \u2713 Apply dynamic pricing and contextual offers to  increase conversion and average policy value \u2713 Use AI and customer behavioral models to  predict and prevent customer churn Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 12 \n\n---\n\n  Page: 13 / 28  \n\n---\n\n Customer experience drivers that make an impact CHANGED CONSUMER PREFERENCES Advances in digitalization enable 5 key  customer experience trends: personalization,  Internet of Things, immediate response,  ecosystem offering, and product innovation. All  the trends have been further accelerated due  to the digital adoption by both customers and  insurers. Insurers who succeed in customer  experience can expect up to 15% increased  premium income and 10-40% reduction of  operating expenses compared to their less  successful peers.21 Personalization covers topics such as  targeted marketing, product tailoring /  bundling, dynamic pricing and policy  administration. Data-driven approaches allow  individual customer-specific tailoring as long as  the marketing materials, products, prices,  customer journeys, and other content or  processes are parametrized in such way that an  algorithm can define the appropriate approach  based on targeted customer\u2019s information.  Personalization improves reach, increases click- through rates and conversion, number of  policies per customer, and the average value of  the policies.  Internet of Things is typically used to  gather health and usage related information  e.g., from smartwatch, smartphone or car\u2019s  systems. This influx of data will enable  improved targeting and customer risk  assessments. With customer\u2019s consent and  suitable apps, the same data can be used e.g.,  to alert when accidents occur, identify fraud,  collect details for claim application, and  recommend medical visits for preventive  health. IOT is currently a nice-to-have value- add, but it will be more pervasive across the  insurance value chain as the IOT devices will  become more prevalent. The pioneering  customers are already asking and expecting  insurance products to collect their data for  tailored pricing.  Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 13 \n\n---\n\n  Page: 14 / 28  \n\n---\n\n CHANGED CONSUMER PREFERENCES Immediate response is the customer\u2019s  experience of straight-through processing.  Whether the process in underwriting or claim  handling, customers are increasingly expecting  immediate responses. The customer  expectations of the digital world arise from  leading non-insurance digital services, e.g.,  Netflix provisions all the content immediately  after subscription; Grab will immediately tell  the car and driver\u2019s details including estimated  time of arrival once the ride is ordered. These  expectations are liquid: customers expect them  from all digital services, and increasingly also  from the B2B interactions they have. Process  mining, automation, digital applications, e- KYC, e-Signatures, intelligent assessment of  customers claims, and automated fraud checks  are a few opportunities insurers are pursuing to  improve their response times. Operational  uplifts focus on turn-around time, but they also  reduce manual effort, operational cost, and  improve the customer experience of each  transaction.  Ecosystem enables insurers to serve their  customers as a part of a larger ecosystem.  Insurers\u2019 typical partners include banks as a  distribution channel for bancassurance.  Insurance ecosystem may extend to Insurtech,  3rd party data exchanges / provision, customer  risk analyses, white labeled underwriting, retail  and business collaboration for distributing  bundled insurance products, alliances between  healthcare and insurance, financial  consolidation / asset management. The  ecosystem will need a robust technology  platform to facilitate the layered exchanges  through APIs; it might be that the platform  provider is yet another 3rd party in the  ecosystem. Ecosystem and platform offerings  will require careful disaggregation of the  business model; targeted white-label products  and services focusing on volume and efficiency,  whereas holistic service provision requires  market leading customer experience layer and  plethora of enticing offers from the ecosystem.  Ecosystems enable growth and efficiency  based on where the insurer wants to focus.  Product innovation is supercharged by  digital capabilities. New digital technologies  enable e.g., usage-based pricing, modular  offerings, parametrized products,  disaggregated insurance policies, and low- value micro insurances. Further, digitalization  enables supercharging the product innovation  and market testing processes e.g., through  simulation and automated A/B testing. We  have witnessed that a range of specific,  customer-friendly insurance policies have  enabled faster growth compared to policies  with extensive and difficult-to-understand  coverage. In the emerging markets with limited  insurance literacy, simplification and  concreteness have been successful. Most  market-responsive insurers were able to  provide targeted health insurance products for  COVID and for the potential side effects of  COVID vaccinations.<|endoftext|>KEY ACTIONS FOR INSURERS \u2713 Focus on customer experience with a  dedicated team owning the Customer  Experience end-to-end \u2713 Innovate and launch new products to  market alone or as a part of an ecosystem \u2713 Operational excellence is a driver for  customer experience  Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 14 \n\n---\n\n  Page: 15 / 28  \n\n---\n\n Selected high-performing insurers and their growth relative to market True stories of driving insurance growth from the  market SUCCEEDING IN THE NEXT NORMAL In 2020, businesses needed to quickly respond  to the abruptly changed business environment.  Financially, the insurers saw increased claims  and general downturn in sales. At operational  level, working from home policies mandated a  massive shift in remote working forcing the  insurers to open the company\u2019s private on- premises network to be accessible remotely.  That shift in connectivity digitalized parts of  many customer-facing and back-end processes  resulting in hybrid workflows. Essentially,  COVID accelerated insurers\u2019 digital  transformation plans from 3 years to 3 months.  The most successful insurers were able to  capitalize on digital, mobile-first channels  when interacting with their customers. They  were able to retrain their workforce to use the  new digital technologies and utilize agile ways  of working to seize the opportunities as they  arose. Furthermore, leveraging partnerships  helped the customers to gain access to services  bringing value for the entire ecosystem.<|endoftext|>We analyzed Philippines, Malaysia and Thailand  markets to identify the leaders through COVID.  We highlight 3 success stories showcasing  growth through the pandemic and gain of  market share in their respective markets.  Insurer Country Segment CAGR (2017-2021) Company  growth  relative to  segment Growth Drivers Company Segment Personalized  CX New Product  Innovation Distribution &  Ecosystem Prudential Thailand Life 7.5% 0.2% 47x \u2713 \u2713 AIA Thailand Life 4.4% 0.2% 28x \u2713 \u2713 \u2713 Etiqa Malaysia Non-Life 7.3% 0.5% 13x \u2713 \u2713 \u2713 Allianz Malaysia Non-Life 3.1% 0.5% 5.8x \u2713 \u2713 \u2713 Malayan Philippines Non-Life 12.7% 2.7% 4.8x \u2713 \u2713 Allianz Philippines Life 54.9% 11.8% 4.7x \u2713 \u2713 \u2713 FWD Philippines Life 43.4% 11.8% 3.7x \u2713 \u2713 \u2713 Pioneer Philippines Non-Life 9.5% 2.7% 3.6x \u2713 \u2713 Bangkok Thailand Non-Life 10.5% 4.7% 2.2x \u2713 \u2713 Dhipaya Thailand Non-Life 10.0% 4.7% 2.1x \u2713 \u2713 Etiqa Malaysia Life 13.9% 7.0% 2.0x \u2713 \u2713 Allianz Malaysia Life 11.7% 7.0% 1.7x \u2713 \u2713 \u2713 Prudential Malaysia Life 8.7% 7.0% 1.3x \u2713 \u2713 Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 15 The insurers presented in the table have significant size in their market and market-beating growth rate. It will  therefore leave fast-growing companies out that are comparatively small in the market. Information is collated from  each country\u2019s official insurance statistics and may differ from companies\u2019 own annual reports.<|endoftext|>\n\n---\n\n  Page: 16 / 28  \n\n---\n\n 3.8  4.0  4.1  4.2  4.5  17.9  18.7  18.1  17.7  18.0  0 2 4 6 8 10 12 14 16 18 20 2017 2018 2019 2020 2021 Thailand Life Insurers GWP Success Story \u2013 AIA, Thailand SUCCEEDING IN THE NEXT NORMAL Thailand is the largest insurance market in  ASEAN. Its insurance penetration reached  5.4% in 2021, highest among its peer countries.  Its GWP has grown at a CAGR of 2.9% from  2017 to 2021.  The life insurance segment in Thailand  contributes close to 75% of the overall GWP in  Thailand.  However, the progress of the life  segment has been tumultuous with 0.1%  CAGR. 2021 showed 2.0% GWP growth after  two consecutive years of decline.<|endoftext|>The largest insurer in the industry, AIA  Thailand, was also the fastest growing during  the period. Its GWP grew at 3.5% CAGR,  increasing its market share from 21% to 25%.<|endoftext|>AIA Thailand\u2019s success can be attributed to  three key strategic initiatives: shift towards  higher margin products, tech-driven agency  development programs and digitalized  customer experience.  AIA made a strategic shift towards selling higher margin products such as unit-linked  and long-term protection products which  became more popular due to pandemic. As a  result, in 2021, AIA Thailand\u2019s profitability from  the life segment improved by 19 percentage  points compared to the previous year, from  71% to 90%. AIA also shrewdly used bundling  strategies to gain additional revenue. It  generated 20 M USD additional revenue by  cross-selling its protection products to the  17,000+ customers looking for COVID vaccine  side-effect protection.22 Others B USD 4.4% -0.1% 2.6%* -8.5% 0.1% CAGR Thailand 2.4% 4.4% * - FWD Thailand acquired Siam City Insurance in 2019.  -5.9% -5.6% 7.5% Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 16 \n\n---\n\n  Page: 17 / 28  \n\n---\n\n SUCCEEDING IN THE NEXT NORMAL AIA deployed digital solutions for agency  productivity and quality improvements. Its  agency talent development program embeds  analytics throughout the agency's  development lifecycle. Its award-winning talent  development program, provides a one-stop  solution with a digitalized and seamless  experience from prospecting, candidate  assessment and selection, to personalized  coaching and developmental programs.  Through this, they can identify high-potential  agents early and create customized support for  their retention and continuous development.23 AIA strives to become Thailand\u2019s first digital  insurer with an omnichannel digital customer  experiences to serve new and existing  customers. Besides telehealth and  telemedicine program, it launched ALive, a  personal assistant app for underserved young  families (18-34 years old) segment. Also  available for non-AIA customers, its users have  access to a wide range of services and  community for parenting. The app had over a  million downloads with a rating of 4.5/5.0 on  Play Store. The app generated 20% online to  offline leads and reactivated dormant  customers to drive sales.24 AIA iService App has also brought substantial  operational efficiencies. Through the iService  app, customers can manage their own policies  and make claims. AIA was able to resolve 76%  of the minor health claims within the same day  as of 2021.25, 22 KEY ACTIONS FOR INSURERS \u2713 Identify underserved customer segments to  create outcome-based offerings with a pull- based sales model \u2713 Employ HR analytics to identify high- potential talent and handhold them with AI- powered learning paths for sustained agent  productivity \u2713 Use agency management platforms for  agency differentiation, to drive higher  productivity and improved agent retention Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 17 \n\n---\n\n  Page: 18 / 28  \n\n---\n\n SUCCESS STORY \u2013 FWD, Philippines SUCCEEDING IN THE NEXT NORMAL The Philippines\u2019 insurance penetration has  hovered around the 1.6%. However, the  pandemic caused a step-change in insurance  purchases leading to insurance penetration  increasing to 2.1% in 2021. The step-change  included; life insurance growth averaged 11.8%  CAGR.   FWD life insurance\u2019s GWP has grown close to  four times faster than the market, at 43.4%  CAGR, increasing its market share from 2% in  2016 to 6% in 2021. It has become the 6th  largest life insurer in the Philippines. This  remarkable, continuous growth was built on  three key pillars: creating innovative holistic  product solutions, increasing accessibility  through ecosystems and partnerships, and  utilizing digital technologies for superior  customer experience.  Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 18 0.09 0.15 0.18 0.28 0.38 4.0 4.4 4.5 5.0 6.3 0 1 2 3 4 5 6 7 2017 2018 2019 2020 2021 Philippines Life Insurance GWP B USD 43.4% 17.3% CAGR 54.9% -3.7% 19.2% 11.0% 9.9% 7.5% 11.8% Others Philippines Success Story \u2013 FWD, Philippines \n\n---\n\n  Page: 19 / 28  \n\n---\n\n SUCCEEDING IN THE NEXT NORMAL Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 19 In 2021, FWD introduced new holistic product  solutions like \u2018Babyproof\u2019, \u2018Family Hero\u2019,  \u2018Manifest\u2019, and \u2018Health and Wellbeing\u2019 that  catered to end-to-end consumer needs. These  products targeted the young adults and  families and were promoted extensively on  digital channels to increase their accessibility  during the pandemic. These tailored products  targeted consumers who were relatively new in  their insurance journey and provided guidance  on how to build and secure long term wealth.26 FWD built multiple partnerships to increase  product distribution. For example, the  partnered with a pawnshop chain to make  affordable insurance plans and digital solutions  available to the pawnshop\u2019s 30 million  customers across its 2,500 branches  nationwide. In another partnership with  insurance aggregator Kwik.Insure, FWD  introduced a chatbot, \u201cFi\u201d, in its customer  servicing processes. The chatbot can handle  customer product enquiries, product  recommendation, agent appointments, and  claims activities. The chatbot received a  customer rating of 4.9/5 and increased  operational efficiency by freeing agents to  focus on more complex tasks.26 KEY ACTIONS FOR INSURERS \u2713 Take advantage of bundling and unbundling  products to create targeted and tailored  offerings \u2713 Forge partnerships to increase sales beyond  traditional channels \u2713 Use self-help tools, like chatbots and AI, to  improve customer experiences while also  realizing operational efficiencies \n\n---\n\n  Page: 20 / 28  \n\n---\n\n 0.51  0.57  0.64  0.70  0.80  7.1 7.5 8.1 8.6 9.3 0 1 2 3 4 5 6 7 8 9 10 2017 2018 2019 2020 2021 Malaysia Life Insurers GWP Success Story \u2013 Allianz Life, Malaysia SUCCEEDING IN THE NEXT NORMAL Malaysia Malaysia is the second largest insurance  market in the ASEAN region after Thailand.  Close to 70%  of the total 18.3 B USD GWP in  2021 is Life insurance with CAGR of 5.5%.  Malaysian life insurance growth was driven by  increased demand during COVID and ability of  insurers to sell and provide services digitally.  Among the biggest 5 life insurers, Allianz was  the fastest growing insurer with a CAGR of  9.2% from 2017 to 2021, roughly twice faster  than the market. Its market share improved  from 7% to 9% in the same period.27 There were three major drivers contributing to  its outperformance: launch of new innovative  offerings, digitalization of processes, and a  variety of agency development programs.<|endoftext|>Innovative new offerings were launched by  Allianz that targeted the evolving customer  needs and contained minimal negative  surprises. In 2021, they launched the  \u2018PreciousCover\u2019 and \u2018BabyCover\u2019 that provided  coverage for mother and child through pre- and post-natal period with added benefits such  as mental health coverage, hospitalization  benefits and juvenile critical illness. It also  launched endowment products that had  simplified underwriting and guaranteed  acceptance rules to address customer  hesitance during the pandemic. Allianz also  participated in a government-endorsed micro- insurance program, Perlindungan Tenang,  which increased penetration in the bottom  40% households primarily via digital channels.27 Others B USD 4.8% 13.9% 1.4% 11.6% 5.7% 8.7% 6.9% 7.0% CAGR Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 20 \n\n---\n\n  Page: 21 / 28  \n\n---\n\n SUCCEEDING IN THE NEXT NORMAL Digitalization of processes was also critical,  especially during the COVID, where Allianz  could quickly pivot to digital distribution and  policy admin. It enabled end-to-end digital  claims experience from submission to  reimbursement through its MyAllianz customer  portal and mobile app. Customers could also  access their medical cards and guarantee  letters at any time via the mobile app. It  incorporated OCR, facial recognition and video  call option in its KYC processes which allowed  their agents to remotely perform an end-to- end customer onboarding in just five minutes  for non-complex cases.27 This digitalization initiative was extended to its  agency development programs. Agency  partners contributed 70+% of the written  premiums for Allianz. The insurer launched a  series of online training sessions on remote  sales, product training, digital marketing, use of  digital tools, and soft skills to uplift agent  productivity. Their agency partners valued the  trainings with average attendance of 800  agents per session. To make the agency partner  growth more sustainable, Allianz Life also  launched a 24-month \u201cC.E.O Program\u201d in 2019  for its agency partners to build a quality talent  pipeline and enhance their capabilities.28 KEY ACTIONS FOR INSURERS \u2713 Use needs-based analysis to design new  product offerings \u2713 Address customer hesitance for online  purchases by simplifying product offerings  and removing negative surprises \u2713 Use automation & AI-based tools for routine  tasks to reduce turnaround times  \u2713 Actively engage agency partners and new  partnership models to enhance productivity  and product accessibility Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 21 \n\n---\n\n  Page: 22 / 28  \n\n---\n\n We recommend a customer-experience driven  strategy The best way for insurers to achieve market- beating growth in emerging South-East Asian  markets is to double down on personalized  customer experience, digital omnichannel  across the E2E customer journey and  customer-friendly product innovation. The  success stories highlighted further concretize  the recommendation justified by the global  and regional trends. There are 6 key areas for  insurers to embark on this journey.  We have witnessed massive growth for insurers  who have implemented all or parts of the  above actions. The requirements and  prioritization depend on the insurer, market,  and most importantly, leadership ambition.  Infosys Consulting is the partner of choice for  insurers seeking transformations, whether  laser-focused interventions or enterprise-wide  step-changes.<|endoftext|>1 2 3 Define a customer-experience- led growth strategy Design the to-be customer  experience Lead ecosystems for growth 4 5 6 Implement product innovation  at scale Define the to-be technologies  needed Design the to-be processes and  operating model RECOMMENDATIONS FOR INSURERS Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 22 \n\n---\n\n  Page: 23 / 28  \n\n---\n\n Infosys Consulting approach to customer-experience driven strategy Strategy Customer experience Target customer segments\u2026 Persona modelling (who) Goals Needs Expectations Preferences Operating model Culture Technology & Data Organization & Roles Talent Ways of Working Processes Governance KPIs & Control Engaging with the insurer along their journey\u2026 Omnichannel journey design \u2026at touchpoints, across channels Not exhaustive Direct Agent Broker Portal 3rd pty I discover I compare & decide I onboard I claim I manage I pay I sign up for more I advocate I stop Web Wearables App Phone call Video call Mail API In person Social 1 Define a customer-experience-led  growth strategy Articulate the leadership ambition for  customer experience vision relative to your  market competition for each customer  segment. Set concrete goals for growth,  market share, NPS, customers\u2019 brand  perception and ecosystem participation.  Prepare the growth-focused business case to  justify investments needed for the customer  experience uplift. Define a concrete roadmap  ahead.<|endoftext|>2 Design the to-be customer  experience Define the to-be end-to-end customer journeys  across the touchpoints that would realize the  customer experience vision. Define levels of  personalization and contextualization expected  for every interaction from marketing to  processes, products, and pricing. Do not  overlook the enterprise and SME customer  journeys. Prioritize growth-driving customer  experience of marketing, sales, and  distribution. To-be customer experience sets  requirements for the insurers\u2019 operations  especially around technology, data, processes,  and people. Prioritize the requirements based  on the overall customer experience uplift  potential against the strategic growth goals.<|endoftext|>RECOMMENDATIONS FOR INSURERS Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 23 \n\n---\n\n  Page: 24 / 28  \n\n---\n\n RECOMMENDATIONS FOR INSURERS 3 Lead ecosystems for growth Identify the ecosystem vision articulating the  two sided of ecosystem strategy: what is the  insurance company centric ecosystem, and, on  the other hand, what roles the insurer takes in  ecosystems of others. Define the experience  for agents, brokers, banks, healthcare, repair  shops, and any other relevant partners in the  ecosystem. Focus the strategy on growth  drivers, especially around marketing presence,  distribution channels, customer experience,  and product mix. When creating an insurance- centric ecosystem, define the business model  for partnering. Define the technology platform  required to realize the ecosystem ambition.<|endoftext|>5 Define the to-be technologies  needed Technology and data changes are the concrete  steps in the customer-experience driven  transformation. The technology and data  architecture need to be designed to fulfil the  customer experience requirements. Especially  the personalization, product innovation, and  omnichannel requirements will likely require  legacy technology uplifts. Data will be the key  enabler for the personalized experiences; data  supply chains from sources to databases to  analysis and usage will be crucial for realizing  the growth. Define the data requirements;  design the data engineering and data science  practices and systems required.<|endoftext|>4 Implement product innovation at  scale New, customer-friendly insurance products are  easy to design on paper, but legacy systems  and processes might hinder their realization.  Set up an innovation pipeline with  industrialized approach for each of the stages  from idea incubation to prototyping, market  testing, market launch and scaling. Product  portfolio requirements will increase  substantially from modularization,  disaggregation, parametrization, and  personalization. Define requirements for  technology and data to realize the new  products.<|endoftext|>6 Design the to-be processes and  operating model Powered with the new technology, design the  to-be processes to realize the target customer  experience. Focus providing near-immediate  turn-around time for all customer-facing  activities through process elimination,  simplification, automation, and parallelization.  Support the own and 3rd party manual  processes, e.g., with AI image analysis, next- best action, recommendation engines, and  price calculators. Define the new capabilities  and roles needed, set training paths, and  recalibrate staffing needed to operate the new  processes.<|endoftext|>Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 24 \n\n---\n\n  Page: 25 / 28  \n\n---\n\n 1.<|endoftext|>https://www.imf.org/en/Publications/WEO/weo-database/2022/October 2. https://www.imf.org/en/Blogs/Articles/2022/10/13/asia-sails-into-headwinds-from-rate-hikes- war-and-china-slowdown 3.<|endoftext|>https://stats.oecd.org/Index.aspx?QueryId=25444 4. https://www.insurance.gov.ph/ 5. https://www.bakermckenzie.com/-/media/files/locations/thailand/insurance-outlook-14th- edition.pdf 6. https://www.lexology.com/library/detail.aspx?g=7ce23ebe-600e-482d-aeb8-fe8e386c498c 7.<|endoftext|>https://mof.gov.vn/webcenter/portal/btcvn 8. https://www.febis.org/2022/04/01/vietnam-s-insurance-market-to-see-double-digit-growth-in- 2022/  9. https://equityhealthj.biomedcentral.com/articles/10.1186/s12939-021-01578-0  10. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6008596/ 11. https://www.globaldata.com/media/insurance/general-insurance-industry-vietnam-reach-3- 5bn-2026-forecasts-globaldata/  12. https://pubmed.ncbi.nlm.nih.gov/33853361/  13. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9532955/#:~:text=Results%3A%20The%20pre valence%20of%20health,the%20Indonesian%20population%20is%2062.3%25.  14. https://services.google.com/fh/files/misc/e_conomy_sea_2022_report.pdf 15. https://www.swissre.com/reinsurance/life-and-health/l-h-risk-trends/consumers-embrace- digitalisation-points-better-protected-future.html  16. https://www.mckinsey.com/industries/financial-services/our-insights/emerging-markets-leap- forward-in-digital-banking-innovation-and-adoption  17. https://www.ey.com/en_ph/insurance/why-insurers-must-adapt-to-meet-the-changing- philippine-landscap 18. https://www.swissre.com/dam/jcr:f5cfd028-b7c9-4958-a5c3-06f7d2e720fc/ep_en_digital- adoption-in-personal-pc-insurance-in-southern-asia-webb.pdf 19. https://www2.deloitte.com/content/dam/Deloitte/sg/Documents/consumer-business/sea-cb- gacs-study-perspective.pdf 20. https://www.bain.com/insights/how-insurance-customers-are-responding-to-COVID/  21. https://insuranceblog.accenture.com/reimagining-end-to-end-customer-experience-drive- growth  REFERENCES Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 25 \n\n---\n\n  Page: 26 / 28  \n\n---\n\n REFERENCES 22. https://www.aia.com/content/dam/group/en/docs/annual-report/Annual Report  2021_E.pdf.coredownload.inline.pdf 23. https://www.aia.com.hk/en/about-aia/about-us/media-centre/press-releases/2022/aia-press- release-20221014 24. https://www.the-digital-insurer.com/award-application/aia-thailand-alive-powered-by-aia/ 25. https://www.bangkokpost.com/business/2286146/aia-aiming-to-help-1bn-people-across-asia- to-live-healthier-longer-better-lives-by-2030 26. https://www.fwd.com.ph/-/media/pdf/documents/fwd-ph-annual-report-2021- 2.pdf?rev=20b476bd356540fe93fb6a0b02ccb947 27. https://www.allianz.com.my/content/dam/onemarketing/azmb/wwwallianzcommy/pdf/financia l-reports/annual-reports/AllianzAnnualReport2021.pdffwd-ph-annual-report-2021-2.pdf 28. https://www.allianz.com.my/content/dam/onemarketing/azmb/wwwallianzcommy/personal/ca mpaigns/allianz-ceo-programme/AllianzCEOProgrammeBrochure_EN.pdf Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 26 \n\n---\n\n  Page: 27 / 28  \n\n---\n\n JITIN SHARMA Associate Partner Singapore +65 8849 7197 Jitin.Sharma@infosysconsulting.com SAGAR ROONGTA Consultant Singapore +65 8264 6036 Sagar.Roongta@infosysconsulting.com MEET THE EXPERTS AARO KAUPPINEN Principal Singapore +65 8870 2590 Aaro.Kauppinen@infosysconsulting.com Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 27 \n\n---\n\n  Page: 28 / 28  \n\n---\n\n consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world\u2019s most recognizable  brands transform and innovate. Our consultants are industry experts that lead complex change agendas  driven by disruptive technology. With offices in 20 countries and backed by the power of the global Infosys  brand, our teams help the C-suite navigate today\u2019s digital landscape to win market share and create  shareholder value for lasting competitive advantage. To see our ideas in action, or to join a new type of  consulting firm, visit us at www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  \u00a9 2023 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this  document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names, and other such  intellectual property rights mentioned in this document. Except as expressly permitted, neither this document  nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means,  electronic, mechanical, printed, photocopied, recorded or otherwise, without the prior permission of Infosys  Limited and/or any named intellectual property rights holders under this document.    \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: Transforming Quality Assurance Organizations by Enabling Dev\u201dT\u201dOps \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 4  \n\n---\n\n VIEW POINT Abstract Despite the rising popularity of DevOps in enabling agile  development, its potential to transform the testing lifecycle is  largely untapped. This paper examines the importance of DevOps in  today\u2019s business landscape and explains why it should play a greater  role in testing/QA organizations (Dev\u201dT\u201dOps). It also focuses on  implementation view of DevOps along with its measurable benefits.<|endoftext|>TRANSFORMING QUALITY  ASSURANCE ORGANIZATIONS BY  ENABLING DEV\u201dT\u201dOPS \n\n---\n\n  Page: 2 / 4  \n\n---\n\n Development Repository Validations Environment   Provisioning Integration DevOps DevOps \u2013 The \u2018agile\u2019 catalyst  The rapid pace of change in the present  economy requires organizations to find  new ways to quickly overcome business  and technology challenges. The winning  organizations are those that possess the will  to transform and discover smarter ways of  working. Today, there is an ever-increasing  demand for quality software, which places  greater focus on optimizing all stages  of the software delivery lifecycle (SDLC).  Thus, many players are adopting agile  methodologies to stay relevant and achieve  reliable and predictable business outcomes.  In such a competitive landscape, DevOps  has already become a vital catalyst as the  preferred solution to address technical  challenges such as:  \u2022  Digital Transformation : Omni Channel  Experience, End to End business process  workflow implementation, IOT devices  integrations  \u2022  Cloud Deployment:  \u2022  Rapid applications development  - code publishing, security keys  container/stack/queue creations, full /  half / partial deployments \u2022  On demand virtual machines - auto  scaling, machine images \u2022  Tracking of real time usage \u2013 data,  volume, and transactions \u2022  Data : Data Replications, Data  Provisioning, Data Deployment \u2022  APIs: Micro Services Integrations, Service  Virtualizations More importantly, DevOps is expanding  beyond technology and is significantly  impacting people as well as processes.<|endoftext|>DevTOps \u2013 Implementing  DevOps in testing DevOps is a set of practices and processes  that foster better collaboration and  communication between developers and  other professionals involved in operations.  Despite its importance in enabling agility  in development lifecycles, DevOps is often  considered as an add-on capability. Many  organizations are unable to tap its full  potential to transform testing lifecycles  that typically consume nearly 30% of their  budgets or schedules.  Principally, DevOps is about building  a collaborative culture, adopting agile  methodologies, exploiting automation  to accelerate innovation, and providing  rapid feedback to achieve common  goals. As such, DevOps mandates a close  involvement with the QA organization.  DevOps in QA is essential for many reasons,  the key among which are Enabling rapid  testing cycles, Ensuring reliable finished  products, Providing predictable business  outcomes, Reducing cost or Improving  SLAs.<|endoftext|>The time has come for enterprises to  introduce DevOps in testing. Enabling  DevTOps will help QA organizations  promote DevOps across the SDLC for  superior benefits. To tap the objectives  such as speed & agility, many choices of  tool sets and point solutions (Open Source  / COTS) are available.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 4  \n\n---\n\n Over the past 15 years, test automation  has come a long way. Techniques such  as behavior-driven development (BDD)  and acceptance test-driven development  (ATDD) are enabling the much-needed  shift-left in QA. Further, automation  tools are being deployed intelligently  across the software test lifecycle (STLC),  thereby improving automation coverage  beyond user interfaces (UIs), irrespective  of disparate technologies. This increased  automation coverage provides a great  platform to practice DevTOps.  In a continuous integration (CI) and  continuous delivery (CD) pipeline end  to end automation is a key. Pipe line  consists of build automation, continuous  integration; test automation; and  deployment automation. The pipeline  starts by building the binaries by cloning &  caching of the repository, hooking / polling  the changes, merging the code branches  to create the deliverables. This ensures that  newly developed features are continuously  integrated with the central code base.<|endoftext|>Each time build is done and code is unit  tested. The health of checked-in codes  are informed to the developer\u2019s real time  basis and in case of failure checked-ins are  prohibited. Once the build is successful it  is automatically deployed for the testing to  ensure that it meets all desired exit criteria.  The test automation are extended beyond  the functional to several non-functional  such as security, performance, user  experience or compliance etc. The defects  are automatically reported in the defect  management tools.<|endoftext|>Once the application is verified for the  quality gates it moves for deployment  pipeline. The deployment pipeline is  supported by platform provisioning,  environment validations and system  configuration management & verifications.  The deployment on premise or a hosted  environment such as Amazon Web  Services (AWS) are automated and allows  provisioning or tearing down environments  automatically. The deployment in staged  / production environment happens in  controlled manners where changes get  deployed partial or full. The deployment is  fully automated and executes just in few  minutes Deployment automation ensures  the applications quality and reliability as  well as its future scalability. The deployed  applications are continuously monitored  preventive basis such as applications /  system logs are scanned regularly and  alerts are sent in case of issues. The  infrastructure such as memory / space are  controlled automatically and scaling ups /  downs happens real time.<|endoftext|>Failed Failed Code  Branches Environment Validation Code Compilations Unit Testing Test Cluster / Buckets Test Automation Cloning/  Caching Control  Hooking /  Polling  Control  Build Automation Defect  Automation Deployment Automation Application  Deployment  & Monitoring Functional Test Automation Security Test Automation Performance Test Automation UX Test Automation Repository Management Change Control Failure Reporting  Continuous Integration Pipeline Continuous Delivery Pipeline Platform Provisioning Environment Validations Confgurations Mgmt.<|endoftext|>Apps Log  Monitoring System Log  Monitoring Scaling up / Down Full / partial deployment Version Management Code collections Branch Merging Machine Images External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 4  \n\n---\n\n Benefits of DevTOps  Mature IT services organizations are  already reaping the benefits of DevTOps  investments across people, processes  and technologies. In these organizations,  developers and testers collaborate better  to achieve common goals and deliver  top-quality products. DevTOps helps QA  organizations prevent defects rather than  detect them later. In doing so, DevTOps  delivers measurable success and tangible  benefits such as shorter timeframes to  verify and implement changes, reduced  average time taken to recover from  production incidents, reduced failure rates  during production changes and greater  bandwidth for innovation.<|endoftext|>Further, the return on investment in  DevTOps is faster and more significant  compared to other investments made  by QA organizations. The key areas of  improved ROI include lower cost due to  reduced downtime/wait-time, faster time- to-market when launching new features,  improved customer satisfaction and more  opportunities to innovate.<|endoftext|>Conclusion  Top quality and greater speed in  development and operations are the main  drivers for adopting DevOps. DevOps helps  organizations accurately track changes to  source code, manage development, testing  and operational complexities and ensure  self-healing. As new tools and techniques  enable higher testing automation coverage,  there is a need to enable DevOps in testing  as well. However, this can be challenging  for traditional testers as they must shift to  the center of development and operations  activities and contribute to overall product  vision and strategy. Such a change is critical  to improving the cadence of production  releases. QA organizations must focus on  making strategic investments in their own  operations by implementing DevTOps to  enable software development engineers in  test (SDETs) and focus on defect prevention  rather than detection. By adopting DevTOps,  QA teams can reduce production failures,  recover quickly from production incidents,  launch new features faster, and improve  customer satisfaction \u2013 all of which improve  ROI. Investing in DevTOps in QA drives  innovation in testing that will continue to  generate returns for the organization.<|endoftext|>\nAuthor  Manish Kumar Pandey ManishK_Pandey@Infosys.com Delivery Manager, IVS Consulting \u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: Leveraging Database Virtualization for Test Data Management \nAuthor: infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 8  \n\n---\n\n WHITE PAPER LEVERAGING DATABASE  VIRTUALIZATION FOR TEST DATA  MANAGEMENT Vikas Dewangan, Senior Technology Architect,  Infosys Abstract Database virtualization is an emerging trend in test data  management (TDM) and is all set to bring about a revolution in  the provisioning of non-production data. These tools offer efficient  virtual cloning of production databases for software application  development and testing, without having to physically replicate the  entire database. Coupled with powerful features like taking point-in- time snapshots, write backs to the source database, and rolling back  changes; these tools have the potential to bring in significant cost  savings and efficiency improvements. In this paper, we explore the  concept of database virtualization, industry tool features, and how  these tools can be leveraged to improve TDM.<|endoftext|>\n\n---\n\n  Page: 2 / 8  \n\n---\n\n Introduction Virtualization technologies have been  around for a while and were first  introduced in the era of mainframe  systems. However, it is only in the recent  past, due to advances in technology,  that virtualization has been gaining  popularity. The term \u2018virtualization\u2019 refers  to encapsulating a particular hardware  or software resource so that multiple  systems can make use of it. By means of  virtualization, hardware resources can  be utilized more effectively through  consolidation, resulting in significant cost  savings. Further, virtualization leads to  savings in hardware costs; thus resulting  in decreased energy consumption and  increased green technology. Given these  advantages, virtualization will continue  to see a trend of increasing adoption in  the years to come. There are a number  of popular virtualization technologies  today, such as server, storage, database  and desktop virtualization. Out of these,  database virtualization  is the focus of this  paper.<|endoftext|>The field of test data management (TDM)  concerns itself with provisioning of  production-like data in non-production  environments, such as those used for  application development and testing  and is thus a related area. Database  virtualization is an emerging trend in TDM,  with the potential of offering significant  cost advantages. In this paper we will  explore how database virtualization can  be optimally leveraged to increase TDM  effectiveness.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 / 8  \n\n---\n\n Traditional approach  The common approach taken by most  enterprises today is to have physical copies  of the production database in each non- production environment. Non-production  environments include environments for  software development, testing, and training.<|endoftext|>It is not uncommon to find even 10 \u2013 12  such production copies in most enterprises.  These physical copies may contain  either an entire copy or a subset of the  production database. With each additional  environment needed there is an increase  in physical storage requirements, database  administration needs and the time required  to setup these databases. Refreshing these  non-production databases is a time- consuming and costly exercise. Often, due to  contentions, the availability of development  and test environments becomes a  bottleneck in the software development  life cycle and can lead to increased overall  turnaround times. In summary, the  traditional approach is complex and costly.<|endoftext|>Database virtualization \u2013 a  better approach With the coming of age of database  virtualization, a gamut of opportunities  for optimization of non-production  environments has opened up. Several  enterprises have started taking cognizance  of this trend and are actively exploring how  best they can leverage this technology for  deriving maximum business value.  So what exactly is database virtualization  and how does it work? In the case of a  database virtualization-based approach,  the virtualization engine creates multiple  virtual clones of the production database.  These virtual copies of the database can  be utilized in the same way as the actual  physical copies. They will be transparent  to the applications in these environments  and will continue to function with these  virtual database instances in exactly the  same manner as they did with the physical  non-production databases. There is no need  to create subsets of production data and  entire datasets can be made available to the  relevant applications.<|endoftext|>Presented below is a simplified view of the  traditional data refresh process for non- production environments compared with a  database virtualization-based approach. It  should be noted that in some cases there  may be an intermediate database between  the production and non-production  environments, which may be used for  masking or sub-setting purposes.<|endoftext|>Test Environment 2  Test Environment 3 Dev Environment 1 Production  Database Virtual Clone 2 Virtual Clone 3 Virtual Clone 1 Traditional ETL approach for non-production environments Database virtualization approach for non-production environments Database ETL / sub-settingutility Involves creating physical copies of the production database Production Database Database virtualization engine Involves creating virtual clones of the production database Key features of database  virtualization tools Today, there are a number of vendors  offering products in the database  virtualization space. Let us take a look at  some of the important features and benefits  that these products (though not all) provide: 1.  Provision database clones: The  functionality of rapidly provisioning  virtual database clones is at the heart of  all database virtualization tools. These  virtual clones can typically be created in  a matter of hours, as opposed to physical  databases, which may take up to several  days to setup and load data  2.  Resource segregation: Each virtual  database instance is a private copy and  is unaffected by changes made to other  virtual clones (\u2018Ring fencing\u2019)  3.  Lower resource utilization: Database  virtualization tools implement highly- optimized compression algorithms to  minimize the in-memory footprint of  each cloned database instance. Usually  data that is duplicate across clones is  maintained as a common block across  instances, while modified data is stored  privately for each clone, leading to  optimization of the memory footprint 4.  Ease of refresh: Unlike refreshing  physical databases, refreshing an  existing virtual database clone with  the latest production data is relatively  simple and straightforward. The clones  being in-memory instances, the refresh  process is much faster and efficient  as there are no physical writes. Most  database virtualization engines will  refresh the virtual instance with changes  only, rather than purging and refreshing  the entire database  5.  Point-in-time snapshots: Often, in  test environments, there is a need to  take snapshots of multiple databases  at the same point in time to ensure  consistency of the test data. In the  traditional approach, extracting data  from multiple databases seldom  happens simultaneously and there  is some time difference between  data extraction processes. This leads  to referential integrity issues across  databases (as several transactions  may have taken place during this time  difference), which have to be fixed in  non-production environments. With  database virtualization engines, it  is possible to obtain a virtual clone  of each source database against a  specific point-in-time. This results in  maintaining the referential integrity  and consistency of data across the  provisioned virtual database instances.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 / 8  \n\n---\n\n 6.  Synchronization with source  database: The updates made to the  virtual database clones can be written  back to the intermediate database  if required. For example, this might  be required if the data in the virtual  clone has been augmented for testing  purposes and a need arises to replicate  this to other test environments. This  feature can also be used to help  maintain a \u2018gold copy\u2019 of the database.<|endoftext|>7.  Self-service: Virtualization tools,  once setup, are easy to use and can  reduce the dependency on database  administrators (DBAs) when compared  to the traditional approach where the  physical copy of the database needs  to be refreshed. Further, the TDM team  as well as developers and testers, can  be provided the facility to obtain, via  self-service, virtual copies of the given  source databases.<|endoftext|>8.  Roll back to a previous state:  Most database virtualization tools  provide a feature for rolling back the  database state to a previous date. This  is especially useful for testing teams.  Often, test data gets corrupted or  changed after a test cycle. By using the  roll back feature, the test data can be  restored to a previous consistent state  to enable another round of testing.<|endoftext|>9.  Roll forward: After rolling back, some  database virtualization tools provide  the facility to roll forward, if required,  to a specified date in the database  timeline.<|endoftext|>10.  Ease of administration: Database  virtualization products offer  centralization of all administrative tasks  leading to ease of administration. There  is no need to account for differences  in environment configurations in each  non-production environment where  the target database is to be deployed.  These features have the potential to bring  significant cost savings and efficiency  improvements from a TDM perspective.<|endoftext|>TDM use cases TDM processes can be broadly divided  into data refresh and data provisioning  processes. The data refresh process involves  refreshing a non-production database with  required datasets. The data provisioning  process is concerned with mining this data  and allocation of identified records to end  users. Database virtualization is applicable  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 / 8  \n\n---\n\n to the former process viz. data refresh. Let  us look at some relevant cases of how it can  be leveraged for TDM: a) Database virtualization in non- production environments As we have seen, in the traditional  approach, each non-production database is  a physical copy or subset of the production  copy. With a database virtualization  tool, the non-production environments  are virtual database clones. An added  advantage here is that if the data in any  environment is corrupted \u2013- let\u2019s say after  a round of testing \u2013- it is very easy to  revert the data back to its original state.  Some database virtualization tools provide  support for data masking, which is a key  requirement of most TDM implementations.  A simplified depiction of this scenario is  shown below: Production  Database Non-production environment setupby  virtual cloning of production database Virtual Clone 1 Virtual Clone 2 Virtual Clone 3 Database  virtualization  engine[+ Data  masking] b) Database virtualization with data  masking Data masking is often a key TDM  requirement and not all database  virtualization tools support it. In this case,  an intermediate database can be setup,  which will store the masked data and serve  as the source database for the database  virtualization engine. The intermediate  database might be a full or partial copy of  the production database. Data masking can  be achieved by either using industry  standard TDM tools or custom scripts.<|endoftext|>Virtual Clone 2 Virtual Clone 3 Virtual Clone 1 Mask Non-production environment setup  with data masking and virtual cloning Production Database Data extraction/ sub-setting Intermediate Database Data masking  utility Database  virtualization  engine c) Database virtualization with data  masking and synthetic data creation In practice, there may be several data  requirements from data consumers that  cannot be fulfilled from production  databases, as the data is unavailable. This  may be the case, for example, in new  development programs that may require  data for testing. In this case, a synthetic  data creation tool can be used to generate  data, which in turn can be inserted into the  intermediate database. As the intermediate  database is being used as the source for the  database virtualization engine, it will  ensure that the virtual database clones  reflect the generated data, in addition to  the production data.<|endoftext|>Virtual Clone 2 Virtual Clone 3 Virtual Clone 1 Mask Non-production environment setup with  synthetic data generation and virtual cloning Production Database Data extraction/ sub-setting Intermediate Database Data masking  utility Database  virtualization  engine Data  generation Benefits for TDM The key benefits that database  virtualization can provide for TDM are: 1.  Faster test data setup and refresh:  Database virtualization can be  leveraged for rapidly provisioning a  database clone from a source database;  for example, production, disaster  recovery, a gold copy etc. Similarly,  refreshing a virtual database clone can  be executed quite quickly.<|endoftext|>2.  Cost savings: Test databases,  being virtual clones, do not require  physical storage space. Also, database  virtualization tools do not maintain full  copies of the data \u2014 only the changes  in data are tracked and logged.  This results in significant savings in  hardware costs.<|endoftext|>3.  Increased reuse:  Most database  virtualization tools provide point- in-time snapshots. Thus, if there is a  need, for example, to repeat a round  of testing or a specific test case, it is  easy to roll back the database to a  previous state.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 / 8  \n\n---\n\n 4.  Increased test environment  availability: As virtual database clones  have a significantly lower resource  utilization as compared to physical  databases, it is feasible to have larger  number of test databases at any given  point in time. This can significantly  eliminate environment contentions  and increase productivity.<|endoftext|>5.  Enable TDM for DevOps: DevOps  teams can rapidly provision data for  dev and test environments using  self-service features, thus enabling  continuous integration.<|endoftext|>Best practices While considering database virtualization  for TDM, the following best practices  should be followed: 1.  Conduct product fitment: There are  several robust database virtualization  products available in the market today,  with significantly varying feature- sets and technology compatibility.  Hence, it is an imperative to carry out  a comprehensive product fitment  analysis before selecting the right  product, keeping in mind the current  and long term needs.<|endoftext|>2.  Protect sensitive data: Production  databases often contain sensitive  information that if exposed can  result in serious data breaches. It is  imperative to have a mechanism in  place to mask sensitive information  so that the virtual database clones  provisioned for development and  testing are properly desensitized.  One strategy could be to leverage a  database virtualization product that  inherently supports data masking or  even setting up a staging database that  has desensitized data as the source  database for the virtualization engine  (instead of using the production  database directly as the source).  3.  Plan for data reusability: As database  states can be easily rolled back and  rolled forward, a data reuse strategy  should be put in place to effectively  utilize this feature for relevant scenarios  (for example, regression testing cycles).   4.  Enable self-service: Relevant  development / testing team members  should be provided access to create  virtual database clones to decrease the  dependency on DBAs.  5.  Monitor performance metrics: Key  database performance metrics, such  as SQL query response time, need  to be monitored before and after  virtualization, so that corrective action  may be taken accordingly.<|endoftext|>Database virtualization  product examples Listed below are a few database  virtualization tools available in the market  today, which can create virtual database  clones. As this technology is still maturing  and evolving, the databases supported by  these vendors are likely to increase soon: # Tool Databases  supported 1 Delphix DaaS Oracle, SQL  Server,  Sybase, DB2,  PostGres, MySQL 2 Actifio  Copy Data  Virtualization Oracle, MS SQL  Server 3 NetApp  FlexClone Oracle 4 EMC XtremIO Oracle, MS SQL  Server 5 VMware  vFabric Data  Director Oracle, SQL  Server,  MySQL External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 / 8  \n\n---\n\n Conclusion As compared to the traditional approach,  database virtualization offers significant  opportunities in terms of cost optimization  and efficiency improvements in non- production environments. The features  offered by these tools are specifically  useful for databases used for development  and testing purposes. The key benefits of  leveraging database virtualization for TDM  are faster test data setup, cost savings in  disk space and increased reusability of  test data. Moreover, the ability to provide  self-service, coupled with features like ease  of refresh, taking point-in-time snapshots,  write backs to the source database and  ability to roll back any changes made  can be a game-changer in the effective  management of test data. Enterprises  would be well advised to take a serious  look at database virtualization tools,  irrespective of whether they have a formal  TDM implementation in place.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 / 8  \n\n---\n\n \u00a9 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
 {"text": "# Infosys Whitepaper \nTitle: Today, the most popular form of evaluating an individual capabilities and competency level in any organization is done by Appr \nAuthor: Infosys Technologies \nFormat: PDF 1.4 \n\n---\n\n  Page: 1 / 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  The When & How of Test Automation  Vivek Motwani  Programmer Analyst  Product Competency Center  Infosys Technologies Limited, Bangalore    Abstract  Test automation has always been looked upon as a magic formula to improve the quality  processes of products/applications right from the day when first commercial product/application  was made. But when one actually starts automating the testing, the ground realities are realised.  More often than not, the teething troubles of deciding the right time to go for automation,  defining the scope of automation and selection of right tool for automation are over-whelming in  the first place. And even if these teething troubles are overcome, the automation tool developed is  usually inefficient as lots of important considerations are over-looked. This paper aims to suggest  the solution of these issues, and suggest best practices to be followed while doing the automation  so as to maximise the efficiency of the automation tool developed.  Introduction  Automation is the only long-term solution for reduced costs in software testing and better quality  products. But these aims are achieved only when certain best practices are followed before and  while developing the automation suite.  Howard Fear has aptly stated, \"Take care with test automation. When done well, it can bring  many benefits. When not, it can be a very expensive exercise, resulting in frustration\u201d. [3]  More often that not, after automating the testing of a product, the automation team finds the  automation tool more of a headache because of the unplanned and thoughtless approach adopted  while developing the tool. Generally, lots of effort is spent in developing the tool, only to  discover that the tool is limited in scope, lacks user-friendliness and requires frequent re-work  every now and then.  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 2 / 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  And if sufficient care is exercised and proper practices are followed before and while automating  the same product/application, the resulting automation tool not only saves time and effort, but is  also a sheer beauty in itself because of the amount of user-friendliness, flexibility, reusability and  extensibility it ensures.  Let us, therefore, discuss what all needs to be taken care of before going for test automation and  also while actually doing the automation.  Automation when?  (The Desiderata)  Lots of effort has to be spent even before you actually start with automation. It needs to be  ensured that following things have been taken care of: -  Stability of the product/application is ensured: The first thing that needs to be ensured is that  the product/application is fairly stable in terms of functionality. Even if it is slated to incorporate  new features, the new features should not disturb the existing functionality. There is no sense in  automation the testing of a product that is supposed to change functionality-wise.  Besides, the error messages generated by the product/application should remain consistent across  different releases. If the testing is GUI-based, then it needs to be ascertained that the future  releases of the product would not be undergoing GUI changes which might prove critical for the  automation suite.  Interface to be tested has been identified: Three different interfaces a product might have are  command line interfaces (CLIs), application-programming interfaces (APIs), and graphical user  interfaces (GUIs). Some may have all three, but many will have only one or two. These are the  interfaces that are available to you for your testing. By their nature, APIs and command line  interfaces are easier to automate than GUIs. Find out if your product has either one; sometimes  these are hidden or meant for internal use only. After this, you need to decide which interface\u2019s  testing has to be automated. Some relevant points are: -  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 3 / 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  \ufffd GUI test automation is more difficult than test automation of the other two interfaces.  This is because firstly, GUI test automation will invariably require some manual script  writing. Secondly, there will always be some amount of technical challenge of getting the  tool to work with your product. Thirdly, GUI test automation involves keeping up with  design changes made to a GUI. GUIs are notorious for being modified and redesigned  throughout the development process.  \ufffd Despite the reasons for not depending on GUI test automation as the basis for testing  your product functionality, the GUI still needs to be tested, of course, and you may  choose to automate these tests. But you should have additional tests you can depend on to  test core product functionality that will not break when the GUI is redesigned. These tests  will need to work through a different interface: a command line or API.  \ufffd In order to simplify the testing of an API, you may want to bind it to an interpreter, such  as TCL or Perl or even Python. This enables interactive testing and should also speed up  the development cycle for your automated tests. Working with API\u2019s may also allow you  to automate unit tests for individual product components.  Scope of automation has been defined: Before setting out to automate the testing of your  application/product, it is essential to define the scope/intended coverage of the automation tool.  The scope may encompass functionality testing, regression testing or simply acceptance testing.  You can even select to automate the testing of certain particular features or certain selective  testcases of different features.   Individual testcases to be automated have been identified: Automation suite should be looked  upon as a baseline test suite to be used in conjunction with manual testing, rather than as a  replacement for it. It should aim at reducing the manual testing effort gradually, but not doing  away with manual testing altogether. It needs to be understood that automation can aid manual  testing effort but cannot replace manual testing. What machines are good at and humans are slow  at should be chosen for automation. Setting realistic goals in early stages of test automation is  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 4 / 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  important for achieving long-term success. So, even after defining the scope of the automation  tool in terms of acceptance/regression testing, etc, it needs be made sure that following kinds of  testcases are eliminated from the scope of automation: -  \ufffd Testcases that are long and complicated and require manual inspection/intervention in  between.  \ufffd Testcases that take tremendous amount of time in automation and it is difficult to ensure  re-usability even if they are automated.  \ufffd Testcases pertaining to usability testing. Usability testing means testing in a true end-user  environment in order to check whether the system is able to operate properly in  accordance with the exact set of processes and steps applied by the end-user, including  user's interface and system convenience estimation.  It\u2019s very important to include the right testcases in the suite. If the selection of testcases for the  automation suite is not meticulous, you might end up discovering nothing really important about  the software you are testing even if you develop a highly robust and reliable test suite.  Testcases have been fine-tuned: The testcases need to be fine-tuned for automation. The  expectation level from the testcases for automating is widely different from the expectation from  manual testing point-of-view. The salient features that need to be taken care of include: -  \ufffd Manual regression tests are usually documented so that each test picks up after the  preceding test, taking advantage of any objects or records that may already have been  created. Manual testers can usually figure out what is going on. A common mistake is to  use the same approach with automated tests. But because of this approach, a failure in  one test will topple successive tests. Moreover, these tests also cannot be run  individually. This makes it difficult to use the automated test to help analyze legitimate  failures. So, it is advised to revamp the testcases so as to make them independent. Each  testcase should setup its test environment.  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 5 / 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  \ufffd The testcases need to be equipped with proper test-data. E.g. \u2013 If there is a testcase for  uploading of a file, then it should explicitly tell which file to upload. If there is a testcase  for creating a folder with invalid characters, then it should state which characters to use  for creating the folder.  Such fine-tuning of the testcases before starting automation ensures reduction in the actual time  for developing the tool. It also guarantees that the tool actually executes the testcases in a way  that checks the desired functionality.  The right tool has to be decided: There are hundreds of automation tools available in the  market. A careful effort has to go into deciding which tool would be most suitable for automating  the testing of your product/application. Following criteria would be useful in making the decision:  \ufffd Is the automation suite required to work on different platforms? If platform-  independence is required, the demands on the automation suite will be very high. E.g. \u2013 If  the suite has to support different flavors of Unix, it might be suitable to go for platform- independent things like perl, etc.  \ufffd If the testing to be automated is GUI-based, it might be preferable to use a tool like  SilkTest, WinRunner, Rational Robot, etc. But every tool will have its own technical  limitations that prevent efficient automation. So, it is necessary to evaluate testing tools  for critical interfaces of the application that need to be automated.  \ufffd Sometimes, it might be best to develop a scripting tool using a suitable scripting language  instead of going for the ready-made tools available in the market. This is especially  preferable when the testing is on the server side.    The right mode (script recording/script development) has been decided: Most of the GUI  automation tools have a feature called \u2018record and playback\u2019 or, \u2018capture replay\u2019. Using this  feature, you execute the test manually while the test tool sits in the background and remembers  what you do. It then generates a script that you can run to re-execute the test. Script development,  on the other hand, implies writing the scripts for running the testcases in the language used by the  tool. Script development is akin to programming in a language like C or C++, but the purpose is  to execute the testcases in an automated style.   \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 6 / 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  If you are going for GUI test automation, then points worth-considering while making a sane  decision are:  \ufffd Record and Playback approach to creation of test scripts and test suites is easy to develop  but difficult to maintain.  \ufffd Error recovery cannot be incorporated by just recording a test script.  \ufffd In data driven tests, achieving reusability of test scripts will be very limited. Creation of  test data and integration of the same with test scripts is the time consuming part. When a  function is coded for the same purpose with data input file, maximum re-usability and  ease is ensured.  More often than not, it will be required to strike a careful balance between the two modes, instead  of using one of the two modes. Using the recording mode alone will render the automation suite  non-reusable and using the scripting mode alone will require more investment of effort and time.  Though a middle path will be suggested generally, it might be worthwhile spending some time to  decide the right mode or right mix of modes as per the application/product under consideration.  Most of the further discussion will be useful only when the right mix is adopted or scripting is  followed altogether.  All in all, the suggested steps to be followed before starting with automation can be depicted in  the figure below: -  \\            Fig.1: The pre-automation stage cycle      Check the stability  of the product /  application Decide the  interface to be  tested Define the scope  of automation  Identify  individual  testcases Fine-tune the test  case documents  Decide the right  tool  Decide the right mode/ right mix  of modes \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 7 / 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  Automation how?  (The Regimen)  After taking care of the above stipulations, the right direction has been identified and now the  stage is all set to go for automation full-fledged. But in order to reach the destination, lots more  needs to be paid attention to. So, here we go: -  Following proper test scripting standards: Automated testing involves a mini-development  cycle. So, proper coding standards for test scripts should be prepared. Checklists should be  developed for review of test scripts. On the whole, all the software practices followed in the  development of an application or a product, which are applicable to the development of the  automation suite, should be put in place. Whatever tool is chosen, ultimately, a tool will be only  as good as the process being used to implement the tool.  Identifying common steps and converting them into functions: At the outset, the steps  common amongst different testcases should be identified and converted in the form of functions.  Such functions can be placed in a common file, from where they can be called by different  testcases by passing suitable parameters as per the need. This will encourages re-usability of code  and save effort and time. Besides, these functions can be used again when newer testcases are  added to the automation suite at a later stage.  Identifying other peripheral functions: After the functions as stated above have been identified,  it is advisable to identify the peripheral functions that will be required by all the testcases in  general. E.g. \u2013 A separate function for writing into log files can be written. This function can take  the error message, severity level of the error message and the path and name of the log file as the  input parameters. Depending on the requirements, more of such reusable functions can be  identified. Such functions will simplify and streamline the process of test script development in  the long run.  Providing room for extensibility: The automation suite should be written in a manner such that  additional testcases can be added to it. The additional testcases may cater to testing enhanced  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 8 / 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  functionality of an existing feature as well as testing new features incorporated in the  application/product. The suite should have such an architecture that it is extensible both in terms  of being able to add more functions and also in terms of being able to add more testcases by  calling the existing/new functions.  Generating proper logs: A common problem is what to do when automated tests fail. Failure  analysis is often difficult. Was this a false alarm or not? Did the test fail because of a flaw in the  test suite, a mistake in setting up for the tests, or an actual defect in the product? Hence, it is  required that the suite should generates logs of its own. But a good automation suite with  ambiguous logging messages is worse than manual testing. Few points that need to be taken care  of from logging point-of-view are: -  \ufffd An ideal automation suite should explicitly check for common setup mistakes before  running tests and generating detailed logs of its own. And logging needs to be as user- friendly as possible.  \ufffd  The logging should be done in a manner that facilitates statistical analysis of the results.  This implies that the log file should have the results in such a format such that can be  processed by parsing, and useful statistics can be generated.  Independence of selective execution: The scripts should be written/arranged in such a manner  that they provide the independence of executing individual testcases or at least testcases  belonging to the same module. This is important when the need is not to execute the entire suite,  but to verify particular bugs.  Signal-handling and clean exit on abrupt termination: It needs to be ensured that the suite  does all the clean up when terminated abruptly, consciously or unconsciously, by the user. It may  be required by the script to handle the termination/kill signal for a while so as to get the time for  clean up (and may be, complete the currently executing testcase, if the suite desires). Such signal  handling is extremely important in some particular cases. E.g. - When an automation suite is run  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 9 / 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  through command line on a Unix terminal as a foreground process and the user does a Ctrl-D in  order to stop the suite for whatever reasons. The suite might have changed some configuration  files or properties files before it received the signal. So, if the changes are not reverted back  before the termination of the suite, then things will go for a toss.  Self-sufficiency in individual testcases: Testcases should not be dependent on preceding  testcases for execution. If there is dependency on testcases occurring before in the sequence, then  the subsequent testcases will fail without any reason. If at all such dependence is unavoidable, the  error message in the log file, when such testcases fail because of the failing of preceding testcase,  should be explanatory enough.  Equipped with test data: The automation suite should be equipped with all the test data required  by the different testcases. The test data may consist of simple data input as required by the  testcases to supply parameters to the functions for testing different conditions like numeric input,  alpha-numeric input, non-alpha-numeric input, etc. It may as well consist of specific files to be  supplied to the testcases to test particular functionality of the application/product. The automation  suite has to be accompanied with such test data and this test data has to be prepared for the suite  with precision. Example: - A particular feature of the application/product may have to be tested  with files of different sizes, say 0 bytes, 64 KB, 1MB, 30 MB, etc. So, the suite requires to have  the files precisely of these sizes only. All such files may be kept in a particular folder from where  the suite picks them up. The regular input data, which is required by the functions as parameters  can be supplied through the input data files. The individual testcases may parse the parameters to  be supplied to the testcases while reading them from the input data files. The tools available in the  market support different types of file to be used as data input files. Example: - WinRunner uses  excel sheets for reading data, while SilkTest uses .dat files.  Dynamic generation of names for temporary files and input data: Sometimes, the automation  suite would require to create certain temporary files. If the suite does not delete the temporary  files created by itself, then they will get over-written in the next run of the suite. Besides, if a file  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 10 / 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  by the same name exists even before the first run of the suite, then that file may get over-written  in the first run itself. The consequence will be even worse if the write permission is not there on  the already existing file. The script will fail to over-write also in such a case and the testcase  might eventually bombard. Similar problems are faced when the suite contains a positive  testcases like creating a folder with a given name. If the suite does delete this folder created as a  part of the clean-up process, the testcases fails unnecessarily when the suite is run again with the  testcase trying to create a folder with the same name.   A solution to all such problems is to dynamically generate the names for temporary files  and all such input data at the run time. This way the names will not conflict with those of the  existing files and fresh data. Such dynamic generation of names can be accomplished by several  ways. One typical way of generation can be stripping the microsecond part of the current time  and appending it to a name. This way there will be an extremely rare probability (10 to the power  of \u20136, to be precise) that a conflict in the names will take place.  Cleaning-up: It has to be ensured that the automation suite brings the application/product back to  the original state it was in before the suite executed. If any configuration or properties file was  changed for the execution of some testcase, then the changes must be reverted back. If the suite  generates some temporary files, they should be deleted by the suite towards the end.  Incorporating user-friendliness: The automation suite should be as user-friendly as possible.  Some basic points for ensuring user-friendliness are: -  \ufffd The user should have freedom to put the test data files anywhere on the m/c.  \ufffd The suite can be run from anywhere on the m/c.  \ufffd It can be installed anywhere on the m/c.  \ufffd Once it is run, the suite should not require any manual intervention till completion. The  user should be able to run the suite unattended.  For incorporating such user-friendliness, the suite needs to be designed in a proper way. A  separate configuration file can be created that contains all the variables that the user might want  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 11 / 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  to change. E.g. \u2013 The user might want the log files to be generated on the desktop instead of a  hard-coded path. The user might as well want the suite to pick-up the test data/files from a  directory of his choice. All such entities can be placed in the configuration file in the form of  variables that the user can change easily. The suite can read these variables from the  configuration files every time it is run. If such a design is used, all that the user would need to do  before running the script is to change the configuration file as per his needs. Thus, the user will  get a tremendous amount of flexibility and independence.  Developing an efficient error recovery routine: Error Recovery routine enables the test suite to  run continuously unattended. The function of this routine is to anticipate errors, decide on  corrective action, log the error and proceed further with next test, if possible. E.g. - If unexpected  termination of application under test happens, the routine should recognize the interruption and  restart the application. This prevents cascading effect or reporting wrong defects after a test suite  execution. In a nutshell, this will ensure that failures in test execution are effectively trapped,  interpreted and suite continues to run without failures. Without such an error recovery system,  automated test suite runs will never take off. Manual presence will become a necessity during test  suite execution.  Test scripts for test data setup and cleaning up: If the automation suite does not take care of  test data setup, it will have to be done manually by the user, which reduces the fun of test  automation. This becomes all the more important when test data setup requirements are huge and  as a result, the whole exercise become highly time consuming. Hence, an ideal automation suite  should incorporate dedicated scripts for test data set-up. These scripts are executed before any  other functionality test can be executed on the product. E.g. \u2013 When the application/product in  focus is an ERP suite or a banking software, the test data setup part itself may take 3-4 man-days  of effort. With the automation in place for this setup, the effort is reduced drastically.    Similarly, scripts for cleaning-up should also be incorporated in the automation suite.  Such scripts will aim at bringing the application to the ground state it was in before the  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 12 / 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  automation suite was run, i.e., they will undo all the changes that any testcases in the suite  brought about while executing. E.g. \u2013 If there is a testcases for creating a folder, then the clean-up  action will delete this folder.  Testing the test scripts: Test scripts should be tested before they are used in a test suite. Testing  of all test scripts should be planned in test automation activity. Adequate tests need to be  performed for each test script. When test error simulation and rectification is difficult and time- consuming process, reporting false errors can cost more and defeat the objective. The goal for the  automation team has to be that a test program should never report a false problem. All scripts  should satisfy the following criteria: -  \ufffd When given a valid input, they produce the correct output.  \ufffd When given an invalid input, they correctly and gracefully reject the input.  \ufffd Do not hang or crash, given either valid or invalid input.    Conclusion  Test automation is a great idea. But it is not a magic wand. Proper time and effort has to be spent  for the development of the test automation suite. And the key is to follow the right processes. In  eagerness to achieve fast results, the desirable processes are compromised. And that is the reason  why, more often than not, it only promises and raises hopes, but simply fails to deliver.   Acknowledgement  I wish to express my sincere gratitude towards Sridhar Kumanduri and KiranKumar Marri for  sharing their experience in test automation with me and giving me extremely valuable feed-back.  References  1. Bach, James. 1996. \u201cTest Automation Snake Oil.\u201d Windows Technical Journal, (October).  http://www.satisfice.com/articles/test_automation_snake_oil.pdf  2. Success with Test Automation by Bret Pettichord (bret_pettichord@bmc.com)  3. Howard Fear on Test Automation by Howard Fear (hsf@pageplau.com)  4. Automated Testing: A Practical Approach for ERP product by Kishore C.S.  (cs@rsi.ramco.com)  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.    \n\n\n***\n\n\n  "}
@@ -177,7 +184,6 @@
 {"text": "Infosys Press Release (PR)  \nTitle: Infosys Recognized as Global Top Employer for the Second Consecutive Year; Ranked #1 in India Again \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, has been recognized by Top Employers Institute among the Global Top Employers for the second consecutive year. Infosys was ranked #1 Top Employer in India, in recognition of its best-in-class people practices and consistency in delivering employee experience globally. Infosys is one of 11 companies worldwide to receive this recognition.<|endoftext|> Infosys has been named Top Employer across the following regions and top-ranked in 16 of the 22 countries:  Asia Pacific \u2013 India, Australia, New Zealand, Singapore, Japan, and China  North America \u2013 USA, Canada and Mexico  Middle East \u2013 UAE, Oman and Bahrain  Europe \u2013 U.K, Ireland, France, Belgium, Netherlands, Germany, Switzerland, Sweden, Romania, and Poland  Krish Shankar, Executive Vice President and Group Head of Human Resource Development, Infosys, said, \u201cWe are delighted to be awarded Global Top Employer again this year. This comes at a time when we have strengthened our approach to employee engagement, making it more purposeful and morale-boosting. We continue to significantly invest in digital learning for our workforce creating new avenues for their growth. Infosys\u2019 internal talent marketplace also helps them move continuously upward in the value chain, delivering on our promise of \u2018careers that never stand still\u2019. This recognition by the Top Employers Institute is a testimony to our concerted efforts to make it possible for every Infosys employee to navigate further, sustained by our culture and values.\u201d  The Top Employers Institute program certifies organizations based on their HR Best Practices across 6 HR domains consisting of 20 areas such as People Strategy, Work Environment, Talent Acquisition, Learning, Well-being, Diversity & Inclusion, and more. For the evaluation, Top Employers Institute conducted a detailed assessment of Infosys\u2019 people practices through the HR Best Practices assessment in 22 countries. The Top Employer Certification highlighted Infosys\u2019 focus on supporting their employee\u2019s well-being and experience, especially during the pandemic. It also reflects the Company\u2019s Environment, Social and Governance (ESG) vision and commitment to its workforce.<|endoftext|> David Plink, CEO, Top Employers Institute said, \u201cReflecting on the demanding year that has, like the year before it, impacted organizations across the world, our Global Top Employers have continued to prioritize going above and beyond the norm to maintain their excellent people practices in the workplace. As a global Top Employer, Infosys has proven its unwavering commitment to employees on a global scale, joining a niche group of companies that have achieved a certification through the Top Employers Program. We are excited to celebrate and applaud them for their achievement in 2022.\u201d  About Top Employers Institute  Top Employers Institute is the global authority on recognizing excellence in People Practices. We help accelerate these practices to enrich the world of work. Through the Top Employers Institute Certification Program, participating companies can be validated, certified, and recognized as an employer of choice. Established over 30 years ago, Top Employers Institute has certified over 1857 organizations in 123 countries/regions. These certified Top Employers positively impact the lives of over 8 million employees globally. Top Employers Institute. For a better world of work.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2021. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For more information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
 {"text": "Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader in IDC MarketScape: Worldwide B2B Commerce Services for Industrial Manufacturing 2021 Vendor Assessment \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in IDC MarketScape: Worldwide B2B Commerce Services for Industrial Manufacturing 2021 Vendor Assessment  Infosys (NSE, BSE, NYSE: INFY) has been positioned as a Leader in IDC MarketScape: Worldwide B2B Commerce Services for Industrial Manufacturing 2021 Vendor Assessment (Doc #EUR148242121, October 2021). The study highlights Infosys\u2019 industry know-how, proven B2B digital commerce expertise, and ability to streamline B2B commerce operations for its clients through the Infosys Digital Store services solution.<|endoftext|> For the study, the IDC MarketScape assessed and analyzed eight IT service providers based on their scope of engagement, deep digital commerce expertise, and ability to deliver projects related to B2B business models. Infosys was recognized for its extensive capabilities in helping industrial manufacturing clients in their B2B transformation initiatives. According to the report, \u201cInfosys has invested significantly over the past several years to bolster its capabilities in helping industrial manufacturing clients in their B2B transformation initiatives. Investments related to its B2B commerce capabilities include acquisitions in digital customer experience (e.g., Blue Acorn iCi) and digital design studios (e.g., WONGDOODY) to deliver human-centric experiences as well as in consulting and implementation capabilities related to Salesforce (e.g., Fluido, Simplus).\u201d  Further, the IDC MarketScape\u2019s evaluation highlights Infosys\u2019 strengths, including the following:  Infosys has a comprehensive set of prebuilt solutions based on strategic partners as well as its own IP dedicated to the needs of the B2B industrial manufacturing domain  A significant share of Infosys' project services business comes from projects with clients in industrial manufacturing, which accordingly plays into domain expertise for this industry  Infosys has strong industry domain know-how in industrial manufacturing and proven project experience related to B2B digital commerce  Stefanie Naujoks, Research Director, Manufacturing Insights Europe, at IDC, \u201cInfosys has strong industry domain know-how in industrial manufacturing and proven project experience related to B2B digital commerce. Client reference interviews in particular revealed that clients appreciate Infosys' flexibility and ability to scale and excellent feedback with regards to client relationship and account management.\u201d  Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys, said, \u201cThe recognition by the IDC MarketScape exemplifies our continued investments in transforming B2B and B2B2C commerce operations for our industrial manufacturing clients. We will leverage our digital commerce and digital experience expertise along with partner solutions to effectively address the commerce requirements of industrial manufacturers. Our capability to bring together consulting, technology and business process management provides our industrial manufacturing clients with an accountable and dependable commerce transformation partner.\u201d  About IDC MarketScape  IDC MarketScape vendor assessment model is designed to provide an overview of the competitive fitness of ICT (information and communications technology) suppliers in a given market. The research methodology utilizes a rigorous scoring methodology based on both qualitative and quantitative criteria that results in a single graphical illustration of each vendor\u2019s position within a given market. IDC MarketScape provides a clear framework in which the product and service offerings, capabilities and strategies, and current and future market success factors of IT and telecommunications vendors can be meaningfully compared. The framework also provides technology buyers with a 360-degree assessment of the strengths and weaknesses of current and prospective vendors.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2021. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For more information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
 {"text": "Infosys Press Release (PR)  \nTitle: Financial information for the Third Quarter ended December 31, 2021 \nAuthor: ['Infosys Limited'] Results for the Third Quarter ended December 31, 2021  Infosys announces results for the third quarter ended December 31, 2021 on Wednesday, January 12, 2022.<|endoftext|> Schedule of events  Press release on schedule of events  Highlights (IND AS)  Standalone and consolidated results and Regulation 33 auditors reports  Press releases  IFRS USD | IFRS INR  Fact Sheet  Download  Financial Statements  IFRS Financial Information  Ind AS  Standalone | Consolidated  Additional information  Download  Management's comments on the results  January 12, 2022 5:00 p.m. (IST)  Archived Webcast of Press Conference | Transcript  Webcast of conference call  January 12, 2022 6:30 p.m. (IST)  Archived Earnings conference call - Audio | Transcript  \n\n\n***\n\n\n  "}
-{"text": "Infosys Press Release (PR)  \nTitle:  \nAuthor: []   \n\n\n***\n\n\n  "}
 {"text": "Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader in Everest Group Microsoft Dynamics 365 Services PEAK Matrix\u00ae Assessment 2021 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in Everest Group Microsoft Dynamics 365 Services PEAK Matrix\u00ae Assessment 2021  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group Microsoft Dynamics 365 Services PEAK Matrix\u00ae Assessment 2021. Infosys was recognized for scoring high in assessment of market impact, vision and capability. The report highlighted Infosys for its ability to successfully execute large-scale, multi-continent, end-to-end Dynamics 365 services leveraging Infosys Cobalt suite of services, solutions and platforms, underpinned by its strong global delivery network.<|endoftext|> For the report, Everest Group evaluated 18 leading service providers with Microsoft Dynamics 365 services in the scope of work and basis their market adoption, portfolio mix, value delivered, vision and strategy, innovations and investments, and delivery footprint. The assessment is based on Everest Group's annual RFI process for the calendar year 2020, interactions with leading service providers, client reference checks, and ongoing analysis of the Microsoft Dynamics 365 services market.<|endoftext|> The assessment highlights Infosys\u2019 strengths in the following areas:  Talent pool for its extensive experience in Microsoft Dynamics 365, technical expertise along with its organizational change management capabilities  Strong domain expertise specifically in industries such as banking, electronics and technology, and energy and utilities to aid clients in their journey  Clients appreciate Infosys for its overall talent management strategy, its account management capabilities and acknowledge leveraging Infosys for future requirements  Advisory services - in guiding clients for creating transformational roadmap and shaping the business case along with their implementation capabilities expertise across Microsoft portfolio  Satish HC, Executive Vice President, Co-Head of Delivery, Infosys, said, \u201cOur excellent performance in the Everest Group\u2019s PEAK Matrix\u00ae showcases our deep domain knowledge and differentiated offerings backed by our Cobalt suite of services and significant investments in the space. As an accredited Microsoft partner, Infosys will continue to offer large-scale, multi-continent, end-to-end Dynamics 365 services and time-to-market advantages while transforming user experience in a simplified and intuitive manner. I strongly believe that our endeavor in accelerating customers\u2019 transformation journeys underscored by a wide scope of data and analytics services, and a global delivery footprint has contributed towards this position. With Infosys Cobalt in our arsenal, we will continue to maximize the business value for our clients through extensive IT and cloud-native service capabilities.\u201d  \u201cEnterprises\u2019 strong focus on digital transformation has led to the rapid adoption of cloud-based enterprise platforms. The adoption of Dynamics 365 is driven by quicker time-to-market, better affordability, and close integration with the Microsoft stack,\u201d said Yugal Joshi, Partner, Everest Group. \"Infosys has invested in building verticalized solutions and a framework for Dynamics 365, such as Smart Retail, Modern CX for banking, and Housing management to deliver industry-specific solutions. It has established a good ecosystem with partners such as SK Global and To-Increase to enhance its delivery capabilities. Clients recognize Infosys\u2019 experience in Dynamics 365, talent management strategy, and organization change management capabilities. Taken together, these capabilities have helped position Infosys as a Leader on Everest Group\u2019s Microsoft Dynamics 365 Services PEAK Matrix\u00ae Assessment 2021.\u201d  Complimentary custom copies of Microsoft Dynamics 365 Services PEAK Matrix\u00ae Assessment 2021 reports can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2021. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For more information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
 {"text": "Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader in the IDC MarketScape: Worldwide Managed Multicloud Services 2021 Vendor Assessment \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the IDC MarketScape: Worldwide Managed Multicloud Services 2021 Vendor Assessment  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in the IDC MarketScape: Worldwide Managed Multicloud Services 2021 Vendor Assessment (Doc #US45977020, October 2021). The report highlights Infosys\u2019 comprehensive approach to delivering managed cloud services, as part of Infosys Cobalt, its ability to efficiently operate cloud workloads, and offer seamless cloud-powered enterprise transformation for clients.<|endoftext|> For the report, IDC MarketScape evaluated 14 managed multicloud service providers based on their service coverage and lifecycles, portfolio, revenue, and partner network. As a leader, Infosys was recognized for its technology and domain expertise, broad repository of assets, tools, solutions, platforms and accelerators that are integral to Infosys Cobalt. The report also highlighted Cobalt Community, which includes Infosys employees, customers, cloud partners, and start-ups, an expanding ecosystem of technology and innovation hubs that give Infosys the ability to deliver faster time to market for its global clients. IDC MarketScape further recognized the role of Infosys\u2019 Cloud Managed Services in enhancing resilience and agility of its clients\u2019 IT ecosystem on the cloud.<|endoftext|> The assessment highlighted Infosys\u2019 strengths in the following areas:  Infosys showcased strength in migration and modernization of applications to the cloud using managed multicloud services.<|endoftext|> Infosys also exceeded market averages in using managed multicloud services for blockchain on public clouds (spanning IaaS, PaaS, and/or SaaS) as well as for its total number of centers of excellence (COEs)/labs (physical locations) to support these services.<|endoftext|> From a business perspective, Infosys exceeded market standards in the share of worldwide managed multicloud services business generated from applications (e.g., ERP, SCM, CRM) and applications development/deployment using multicloud environments along with the share of managed multicloud services business generated from its own sales resources.<|endoftext|> Finally, Infosys exceeded the industry standard for its client retention rate and was highly rated by customers for cost savings' effectiveness.<|endoftext|> \"With the breadth of its managed multicloud services resources, Infosys is positioned to help clients with their cloud strategies as well as ensure that enterprises can meet the demands of a hyperdynamic market and increasing need to ensure business resilience,\u201d said David Tapper, Program Vice President, Outsourcing and Managed Cloud Services, IDC. \"In supporting enterprises with their multicloud requirements, clients indicate that Infosys can meet SLAs, deliver cost-effective solutions, enable access to full array of public cloud providers, and provide business and technology expertise.\"  Narsimha Rao Mannepalli, Executive Vice-President, Head of Cloud & Infrastructure Solutions, Infosys, said, \"We are delighted to be recognized as a Leader in the IDC MarketScape 2021 for Worldwide Managed Multicloud Services. This is an acknowledgement of our strong capability in this space, and our focus on a customer-centric approach. Leveraging our Cobalt portfolio, deep contextual knowledge, rich partner ecosystem and industry expertise across verticals, we will continue to support our clients grow their business with speed, scale, and agility.\u201d  To read this report, please visit: https://www.infosys.com/services/cloud-cobalt/analyst-reports/leader-worldwide-managed-multicloud-services2021.html  IDC MarketScape vendor assessment model is designed to provide an overview of the competitive fitness of ICT (information and communications technology) suppliers in a given market. The research methodology utilizes a rigorous scoring methodology based on both qualitative and quantitative criteria that results in a single graphical illustration of each vendor\u2019s position within a given market. IDC MarketScape provides a clear framework in which the product and service offerings, capabilities and strategies, and current and future market success factors of IT and telecommunications vendors can be meaningfully compared. The framework also provides technology buyers with a 360-degree assessment of the strengths and weaknesses of current and prospective vendors.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2021. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For more information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
 {"text": "Infosys Press Release (PR)  \nTitle: Infosys Equinox Collaborates with Packable to Help Amplify its Direct to Consumer e-Commerce Offerings for its Brand Partners \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced its collaboration with Packable, a leading e-commerce company with a proprietary tech-enabled offering, sitting at the intersection of brands, marketplaces and customers. Packable recently announced merger with Highland Transcend Partners, setting it on the path to becoming a public company. Through the collaboration with Packable, Infosys will integrate its flagship human-centric digital commerce platform, Infosys Equinox, with Packable IQ (Packable\u2019s proprietary e-commerce platform). The strategic collaboration will strengthen Packable\u2019s ability to offer its brand partners an engaging, innovative, and agile Direct to Consumer platform (D2C): \u201cD2C-in-a-box.\u201d  The proliferation of e-commerce and digital channels means it is increasingly critical for brands to develop and execute innovative D2C strategies to help them win e-commerce shoppers through unique, personalized and innovative customer engagement. Packable \u2013 equipped with Infosys\u2019s Equinox\u2019s microservices based, API first, and cloud native design \u2013 will be better placed to add greater value to its brand partners via the new D2C-in-a-box offering. Infosys Equinox combined with Packable IQ\u2019s intelligent pricing, consumer transaction data, smart inventory management and extensive fulfillment capabilities will create a highly competitive D2C platform to run and manage a brand\u2019s e-commerce website and operations. It will also enable brands to create curated D2C journeys ready to be launched in a matter of weeks.<|endoftext|> The Infosys Equinox-powered cloud-native D2C platform will bring together the best of Packable and Infosys for brands: Packable IQ along with Infosys Equinox\u2019s end-to-end commerce-as-a-service for enterprises, to drive results throughout the purchase lifecycle. The solution will create a repository of complementary and collectively exhaustive services that can be easily integrated with existing core systems or new platforms to deliver headless commerce capabilities coupled with real time analytics and insights on-demand. It will also provide brands with digital advances including conversational commerce, augmented reality, voice and social commerce, enabling them to engage with consumers through rich and hyper-personalized experiences.<|endoftext|> Karmesh Vaswani, Executive Vice President & Global Head Consumer, Retail & Logistics, Infosys, said, \u201cOur clients are seeking predictive and customized playbooks to win in e-commerce marketplaces. Powerful stories made to stick digitally, smart analytics and algorithms, rich personalized experiences and staying a step ahead of the consumer are key. They also need platform capability to overcome the inertia of mainstream enterprise technology stacks. We are delighted that the Packable-Infosys Equinox strategic collaboration will enable brands with autonomous capabilities to place the right offerings before the right consumer, at the right moment, and at the right price.\u201d  Andrew Vagenas, Chief Executive Officer, Packable, said, \u201cWe\u2019re thrilled to partner with Infosys. This exciting partnership marks another milestone in the execution of Packable\u2019s strategy of augmenting our D2C platform ecosystem to accelerate brand partners\u2019 revenues and profitability across e-commerce channels. As we continue our journey to becoming a public company, we\u2019re diligently looking for partnerships to help bring the highest-quality services to customers, and this agreement with Infosys Equinox allows us to do just that.\u201d  Ash Mehra, Chief Information Officer, Packable, said, \u201cAt Packable, we are actively deepening our relationships with brand partners of all stripes, from household name consumer product's companies to Digitally Native Brands. This partnership with Infosys Equinox will enable us to provide even more value additive services to our brand partners, continuing to set them up for success in the age of e-commerce.\u201d  About Packable  Packable is a leading E-commerce company with a proprietary technology platform that empowers brands throughout the transaction lifecycle, by providing them with tech-enabled inventory planning and data analytics, marketing, marketplace management, logistics and distribution, customer experience and support. Founded in 2010, Packable has approximately 1000 employees, including a premier team of E-commerce experts, connecting consumers to their favorite brands on online marketplaces such as Amazon, Walmart, Google, eBay, Target, Kroger and Facebook, becoming one of the largest marketplace sellers in North America. By combining the end-to-end commerce lifecycle in one platform, Packable acts as a comprehensive service provider and empowers its brand partners to avoid disparate and inefficient points of sale. Additionally, since Packable helps facilitate the vast E-commerce lifecycle, it gains access to rich customer transaction data, providing it with differentiated data insights that it uses to optimize its platform and benefit its brand partners.<|endoftext|> To learn more about Packable, which announced on September 9, 2021 that it plans to become a public company through a merger with Highland Transcend Partners (NYSE: HTPA), a special purpose acquisition company (SPAC), please visit: packable.com. Upon completion of the transaction, Packable expects to be listed on the NASDAQ.<|endoftext|> About Infosys Equinox  Infosys Equinox is the flagship human-centric digital commerce platform of Infosys. The platform helps brands provide omnichannel and memorable shopping experiences to their customers. With a future-ready architecture and integrated commerce ecosystem, Infosys Equinox provides an end-to-end commerce platform covering all facets of an enterprise\u2019s e-commerce needs.<|endoftext|> Visit https://www.infosysequinox.com/ to see how Infosys Equinox can help your enterprise deliver hyper-segmented, personalized omnichannel commerce experiences for B2B and B2C buyers.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit https://www.infosys.com/about.htm to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2021. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media Contacts:  Packable: Packable-SVC@sardverb.com  Infosys: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
@@ -230,7 +236,6 @@
 {"text": "Infosys Press Release (PR)  \nTitle: Infosys to Onboard Award-Winning Experience Design Agency, Carter Digital \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a definitive agreement to purchase assets and onboard employees of Carter Digital, one of Australia\u2019s leading and award-winning experience design agencies. This asset takeover strengthens Infosys\u2019 global design and experience offerings, demonstrates its continued commitment in bringing innovative thinking, talent and creativity to its clients, and provide effective global digital solutions.<|endoftext|> Carter brings to Infosys, experts in human centered design, experiential, enhanced digital transformation, customer interaction expertise, and will also cement WONGDOODY, an Infosys brand, into the Australasian market.The agency is known for its holistic approach and \u2018people first, design later\u2019 mantra, delivering services to connect digital to physical experiences in the consumer, commerce, technical and corporate environments, backed with data analysis, analytics, and creative expertise, to drive compelling, purposeful outcomes.<|endoftext|> With services that include business and creative strategy, research and insights, branded commerce and digital product development, user and customer experiences, interaction, experiential and creative design, consumer and product design, Carter delivers enriched, purpose-led experience for brands across arts, culture, education, tourism, events, start-ups and healthcare.<|endoftext|> Together with Infosys\u2019 earlier acquisition of WONGDOODY that offers creative and marketing services, Carter brings complementary capabilities to help global CMOs and businesses thrive in a digital commerce world. As part of Infosys\u2019 global design and experience offering, Carter Digital will be rebranded as WONGDOODY and join its network of studios across Seattle, Los Angeles, New York, Providence, Houston, and London, as well as design hubs in five Indian cities.<|endoftext|> Andrew Groth, Senior Vice President and Region Head for Australia and New Zealand, said, \u201cAustralia is a strategic market for Infosys and the company has enjoyed strong and consistent growth serving marquee clients across a range of industries from telecom and financial services, to utilities and the public sector. As digital experience becomes a critical differentiator in most enterprise transformations, the addition of Carter\u2019s capabilities reaffirms our commitment to help clients navigate their digital priorities with a complete end-to-end offering.\u201d  Ben Weiner, CEO, WONGDOODY, an Infosys company, added, \u201cIn Carter, we have found kindred spirits who align with the cultures of both WONGDOODY and Infosys. We are very excited to bring their capabilities to Infosys\u2019 clients in the market where the opportunity to add layers of digital strategy, customer experience, and design is significant and compelling. We are excited to welcome Carter Digital to the Infosys family\u201d  \u201cCarrying the WONGDOODY flag into our region provides us the ability to turbo charge our delivery. This, along with the backing of Infosys, means we now have the instant depth and scalability to meet the growing needs and expectations of our current and future clients,\u201d said Paul Beardsell, Founder & Managing Director, Carter Digital.<|endoftext|> James Noble, Founder & Chief Creative Officer of Carter Digital added, \u201cWe\u2019re excited to be joining WONGDOODY, an Infosys company. Being a like-minded, internationally recognised human experience and brand engagement agency creates enormous opportunities for us in the Australasian market. This enable us to further our industry-leading work, connecting us to new capabilities, and enhancing our partner's success.\"  This is an asset purchase and the transaction is expected to close during the fourth quarter of fiscal 2021, subject to customary closing conditions.<|endoftext|> About Carter Digital  Putting people ahead of everything else, Carter delivers human-centric, data driven outcomes to transform the way customers interact with businesses, in a rapidly changing digital world. Delivering experiences to surprise and delight the people using them, they enable clients to exceed audience needs, grow market share and deepen engagements. Carter have achieved sustained success in a world where technology, expectations and adapts to meet customer behaviours.<|endoftext|> Winner of numerous industry accolades and awards on behalf of their clients since 2010, is an acknowledgement of the consistent results Carter deliver.<|endoftext|> About WONGDOODY, an Infosys company  WONGDOODY is an award-winning creative agency and the global experience-and-design platform for Infosys. The company is recognized for branding, retail, and consumer insights. With offices in Seattle, New York, Los Angeles, Providence, and across the globe; WONGDOODY clients have included Amazon, Honda, and a wide range of Fortune 500 companies.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
 {"text": "Infosys Press Release (PR)  \nTitle: Quarterly Results and Filings of Q3 2020 \nAuthor: ['Infosys Limited'] Results for the Third Quarter ended December 31, 2020  Infosys announce results for the third quarter ended December 31, 2020 on Wednesday, January 13, 2021.<|endoftext|> Schedule of events  Press release on schedule of events  Highlights (IND AS)  Standalone and consolidated results and Regulation 33 auditors reports  Press releases  IFRS USD | IFRS INR  Fact Sheet  Download  Financial Statements  IFRS Financial Information  Ind AS  Standalone | Consolidated  Additional information  Download  Management's comments on the results  January 13, 2021 4:30 p.m. (IST)  Archived Webcast of Press Conference | Transcript  Webcast of conference call  January 13, 2021 6:30 p.m. (IST)  Archived Earnings conference call - Audio | Transcript  \n\n\n***\n\n\n  "}
 {"text": "Infosys Press Release (PR)  \nTitle: Infosys Implements Global Warranty Solution to Simplify Factory Warranty Processes for Johnson Controls \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has successfully implemented a global warranty solution on SAP S/4 HANA, across all Johnson Controls ducted products. This enables Johnson Controls, the global leader in smart and sustainable buildings, to simplify factory warranty processes, enhance visibility into assets, and become more responsive to customers.<|endoftext|> Johnson Controls selected Infosys as a technology services partner for its in-depth knowledge of business priorities and the ability to develop best-fit solutions for Johnson Controls for over two decades. Infosys replaced the legacy system with a global warranty platform solution, leveraging the latest UI/UX technologies such as SAP Fiori combined with SAP S/4 HANA. These technologies, along with the application of the agile methodology for execution, delivered an end-to-end, integrated, and centralized warranty process for Johnson Controls. The solution also offers a digital-first experience for both B2B and B2C customers while supporting equipment integration and warranty claims on finished products.<|endoftext|> Krzysztof Soltan, Vice President Information Technology - Building Solutions North America & Global Retail at Johnson Controls, said, \u201cWarranty management of assets in smart and healthy buildings are playing an increasingly important role at a process as well as operational level. In order to address the next generation digital needs, we partnered with Infosys to create a solution for our customers with most relevant information through Johnson Controls OpenBlue digital platform.\u201d  Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys, said, \u201cThe implementation of the Global Warranty Solution on SAP S/4 is a testament to our 20-year partnership with Johnson Controls. The global warranty solution integrates seamlessly with legacy systems to harmonize business processes. Through this transformation journey, we will also help Johnson Controls develop digital strategies for warranty processes. With a comprehensive warranty solution, Johnson Controls will be able to provide digital consumers with a superior after-sales experience.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Press Release (PR)  \nTitle:  \nAuthor: []   \n\n\n***\n\n\n  "}
 {"text": "Infosys Press Release (PR)  \nTitle: Daimler and Infosys Announce Strategic Partnership to Drive Hybrid Cloud-powered Innovation & IT Infrastructure Transformation in the Automotive Sector \nAuthor: ['Infosys Limited'] Daimler AG and Infosys (NYSE: INFY), today announced a long-term strategic partnership for a technology-driven IT infrastructure transformation. After the receipt of all regulatory approvals, Daimler AG will transform its IT operating model and infrastructure landscape across workplace services, service desk, data center, networks and SAP Basis together with Infosys. The partnership will enable the company to deepen its focus on software engineering and to establish a fully scalable on-demand digital IT infrastructure and anytime-anywhere workplace. The collaboration will empower Daimler to strengthen its IT capabilities, and Infosys, its automotive expertise.<|endoftext|> As software becomes modular, digital infrastructure continues to play an important role in defragmentation. Daimler will work towards a model that ensures a robust IT infrastructure across its plants and regions, and supports consolidation of its data centers, scaling its IT operations, and bringing innovations to the fore. Some of the key deliverables from this partnership include:  A smart hybrid cloud, leveraging Infosys Cobalt and leading cloud providers, accelerating the multi-cloud journey with a focus on open source adoption  A carbon neutral solution, by consolidating and rationalizing data centers across all regions  Standardized technology stack by bringing in an ecosystem of best of breed partners  Creation of a state of the art Zero Trust network with seamless technology upgrades  Persona-driven and cognitive, AI powered anytime-anywhere workplace solution that empowers the end-users  As a part of this partnership, automotive IT infrastructure experts based out of Germany, wider Europe, the U.S. and the APAC region will transition from Daimler AG to Infosys. Infosys is well placed to realize this transition as an expert having integrated more than 16,000 employees through other partnerships in recent years with a high acceptance, retention and satisfaction rate. The transfer will also enable Infosys to bolster and grow its automotive business, while offering Daimler employees strong prospects for long-term career growth and development.<|endoftext|> \u201cWe are excited about this partnership and the opportunity to support Daimler AG\u2019s automotive vision. As we embark on this journey, we will bring together capabilities, ecosystems and a hybrid cloud infrastructure that will shape new experiences for Daimler AG and the industry at large. Infosys has deep expertise in helping our clients across the globe navigate their digital journeys, and as part of this strategic partnership, we look forward to setting a new standard for the automotive industry,\u201d said Salil Parekh, Chief Executive Officer, Infosys.<|endoftext|> Talking about the partnership, Jan Brecht, Chief Information Officer, Daimler and Mercedes-Benz, said, \u201cSoftware becomes modular and IT infrastructure becomes big. Daimler will take three steps at once to transform its IT infrastructure: consolidation, scaling and modernization. We need to think infrastructure beyond the size of our company. With Infosys we found a partner to scale, to innovate and to speed up. Moreover, this is a strategic partnership for Daimler\u2019s IT capabilities and Infosys\u2019 automotive expertise. Infosys wants to grow with us in the automotive industry, which gives career opportunities for our employees. With this partnership, Daimler also strengthens its overall technology investment and partnership strategy.\u201d  Daimler at a glance  Daimler AG is one of the world's most successful automotive companies. With its Mercedes-Benz Cars & Vans, Daimler Trucks & Buses and Daimler Mobility divisions, the Group is one of the leading global suppliers of premium cars and one of the world's largest manufacturer of commercial vehicles. Daimler Mobility offers financing, leasing, fleet management, investments, credit card and insurance brokerage as well as innovative mobility services. The company founders, Gottlieb Daimler and Carl Benz, made history by inventing the automobile in 1886. As a pioneer of automotive engineering, Daimler sees shaping the future of mobility in a safe and sustainable way as both a motivation and obligation. The company's focus therefore remains on innovative and green technologies as well as on safe and superior vehicles that both captivate and inspire. Daimler continues to invest systematically in the development of efficient powertrains \u2013 from high-tech combustion engines and hybrid vehicles to all-electric powertrains with battery or fuel cell \u2013 with the goal of making locally emission-free driving possible in the long term. The company's efforts are also focused on the intelligent connectivity of its vehicles, autonomous driving and new mobility concepts. Daimler regards it as its aspiration and obligation to live up to its responsibility to society and the environment. Daimler sells its vehicles and services in nearly every country of the world and has production facilities in Europe, North and South America, Asia and Africa. In addition to Mercedes-Benz, the world's most valuable luxury automotive brand (source: Interbrand study, 20 Oct. 2020), and Mercedes-AMG, Mercedes-Maybach and Mercedes me, its brand portfolio includes smart, EQ, Freightliner, Western Star, BharatBenz, FUSO, Setra and Thomas Built Buses as well as the brands of Daimler Mobility: Mercedes-Benz Bank, Mercedes-Benz Financial Services and Daimler Truck Financial. The company is listed on the Frankfurt and Stuttgart stock exchanges (ticker symbol DAI). In 2019, the Group had a workforce of around 298,700 and sold 3.3 million vehicles. Group revenues amounted to \u20ac172.7 billion and Group EBIT to \u20ac4.3 billion.<|endoftext|> Further information on Daimler is available at www.media.daimler.com and www.daimler.com  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
 {"text": "Infosys Press Release (PR)  \nTitle: RBL Bank Embraces Finacle Digital Banking Solution Suite on Cloud with Containerized Platform \nAuthor: ['Infosys Limited'] RBL Bank Embraces Finacle Digital Banking Solution Suite on Cloud with Containerized Platform  Infosys Finacle, part of EdgeVerve Systems, a wholly owned subsidiary of Infosys, and RBL Bank, one of India\u2019s leading private sector banks, announced that the bank will migrate from an on-premise deployment to a modern Cloud Native Computing Foundation (CNCF) Certified, Kubernetes managed, containerized ecosystem.<|endoftext|> The shift will enable RBL Bank to power its business with a state-of-the-art private cloud architecture, enabling it to cost-effectively scale at will, while delivering new digital banking capabilities at speed. The bank will gain from the automated, self-service capabilities of the cloud-native architecture to realize greater responsiveness, agility and reliability required to succeed in today\u2019s digital reality.<|endoftext|> Highlights:  Finacle\u2019s extensive open API (application programming interface) repository will provide the agility required to seamlessly integrate and co-innovate with ecosystem partners, one of the key focus areas for the bank. Bank will also co-innovate with Infosys Finacle in enriching the suite.<|endoftext|> The bank has also upgraded its API foundation with Finacle\u2019s Digital Accelerator APIs. The solution\u2019s microservices architecture enables the bank to easily scale-up to manage surges in services, on-demand, across traditional, modern and emerging channels. The bank is now processing, on an average, six times higher mixed channel transactions per day compared to last year.<|endoftext|> Finacle Digital Banking Solution Suite will help enhance digitization and automation across the enterprise, leading to significantly improved customer experience, greater STP (straight through processing), and lower operational costs.<|endoftext|> Venkatramana Gosavi, Senior Vice President & Global Head of Sales, Infosys Finacle, said, \u201cToday, more than ever, customers demand round-the-clock, personalized banking services \u2013 on bank\u2019s digital channels as well as third party applications. RBL Bank has always been committed to staying contemporary when it comes to digital banking paradigms to successfully meet customer demands. We believe the upgraded digital banking platform, on a cloud-native architecture, will help accelerate innovation at RBL, enable deeper customer engagements and drive extensive automation to achieve operational excellence.\u201d  Sankarson Banerjee, Chief Information Officer, RBL Bank, said, \u201cEven as our customers shift and readjust how they bank in these challenging times, it is our continuous endeavor to provide them with a world class customer experience. When combined with the flexibility to elastically scale our applications and microservices, we will be better placed to meet our digital transformation goals. We\u2019re investing in this new platform to gain exponential benefits in reducing costs, increasing efficiency, lowering cost to serve and ultimately, a better customer experience. Finacle\u2019s microservices and API based architecture forms the foundation on which we react to market requirements faster and remain ever ready to serve digitally native customers.\u201d  About RBL Bank  RBL Bank is one of India's fastest growing private sector banks with an expanding presence across the country. The Bank offers specialized services under six business verticals namely: Corporate & Institutional Banking, Commercial Banking, Branch & Business Banking, Retail Assets, Development Banking and Financial Inclusion, Treasury and Financial Markets Operations. It currently services over 8.49 million customers through a network 1,631 Offices (386 Branches & 1,245 BC Branches) spread across 28 Indian States and Union Territories. To know more, visit https://www.rblbank.com/  Infosys Finacle  Finacle is the industry-leading digital banking solution suite from EdgeVerve Systems, a wholly owned product subsidiary of Infosys. Finacle helps traditional and emerging financial institutions drive truly digital transformation to achieve frictionless customer experiences, larger ecosystem play, insights-driven interactions and ubiquitous automation. Today, banks in over 100 countries rely on Finacle to service more than a billion consumers and 1.3 billion accounts.<|endoftext|> Finacle solutions address the core banking, omnichannel banking, payments, treasury, origination, liquidity management, Islamic banking, wealth management, analytics, artificial intelligence, and blockchain requirements of financial institutions to drive business excellence. An assessment of the top 1250 banks in the world reveals that institutions powered by the Finacle Core Banking Solution, on average, enjoy 7.2% points lower costs-to-income ratio than others.<|endoftext|> To know more, visit www.finacle.com  Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
 {"text": "Infosys Press Release (PR)  \nTitle: El Paso Water Selects Infosys as its Strategic Partner for Customer Service Transformation \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a strategic partnership with El Paso Water (EPWater), a municipal utility in El Paso, Texas, to transform its legacy customer information systems (CIS) with Oracle Utilities Customer to Meter (C2M). As part of this engagement, Infosys will leverage its Preconfigured Accelerator for Customer Experience (PACE), to digitize EPWater\u2019s customer engagement and billing platforms.<|endoftext|> A platinum level member of the Oracle Partner Network (OPN), Infosys will accelerate the implementation of Oracle Utilities C2M on a platform-as-a-service (PaaS) model, along with cloud solutions for Customer Self Service and Mobile Workforce Management, with its PACE framework to deliver accuracy and efficiency. This empowers EPWater with an agile and flexible platform that commits to minimum customization with improved system agility and interoperability. Infosys\u2019 Robotic Process Assistant on proprietary AssistEdge framework will enable EPWater to seamlessly automate repetitive processes. The implementation allows EPWater to leverage new tools and processes to elevate customer experience and bolster employee productivity. As part of this partnership, Infosys will simplify and modernize EPWater\u2019s IT landscape with a scalable architecture to improve audit control mechanisms and financial transparency.<|endoftext|> Marcela Navarrete, Vice President at EPWater, said, \u201cThis is an ambitious undertaking with multiple system upgrades simultaneously, but it\u2019s a necessary project to help us make a leap forward to improve both efficiency and customer satisfaction.\u201d  Ashiss Kumar Dash, SVP and Segment Head - Services, Utilities, Resources, Energy, Infosys, said, \u201cWe are delighted to partner with EPWater in their customer service transformation journey. In our past implementations, we have seen our utility clients reap numerous benefits from the flexibility, nimbleness, and cost-effectiveness of Infosys PACE solution on the Oracle C2M and Customer Care and Billing (CC&B) platforms. With deep knowledge in areas of Customer Care and Billing, C2M, meter data, and mobile workforce management guided by industry-best practices, Infosys is committed to deliver superior customer experience and employee engagement.\u201d  About EPWater  With oversight by the Public Service Board, El Paso Water provides water, wastewater, reclamation and stormwater management services for residential and commercial customers in the City of El Paso and wholesale services for some areas in El Paso County. The utility is recognized as a national leader for its innovative water supply strategy that includes water reuse, inland desalination and conservation.<|endoftext|> Visit epwater.org for more information.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
@@ -247,26 +252,26 @@
 {"text": "Infosys Press Release (PR)  \nTitle: Infosys and Ellen MacArthur Foundation Partner to Drive Forward Circular Economy \nAuthor: ['Infosys Limited'] Infosys and Ellen MacArthur Foundation Partner to Drive Forward Circular Economy  Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, has partnered with the Ellen MacArthur Foundation charity. The organisations will work together to accelerate the global transition to a circular economy.<|endoftext|> The Foundation works with its Network of Strategic Partners, Partners, and Members. Infosys has joined the Network as a Partner. The Network includes some of the world\u2019s leading and most influential organisations, including businesses, governments, educators, innovators, and investors, to drive systemic change.<|endoftext|> Infosys CEO, Salil Parekh and Dame Ellen MacArthur discuss the importance of building a circular economy.<|endoftext|> The collaboration coincides with the launch of the strategic Sustainable Business Unit within Infosys, which will enable customers to better incorporate circular designs into their products, services, and supply chains.<|endoftext|> The Ellen MacArthur Foundation develops and promotes the idea of a circular economy. It works with, and inspires, business, academia, policymakers, and institutions to mobilise systems solutions at scale, globally. The circular economy offers an alternative to the linear \u2018take, make, waste\u2019 linear economy \u2014 one which is better for people, the economy, and the environment. The circular economy is based on three key principles \u2014 design waste out of the system, keep products and materials in use, and regenerate natural systems.<|endoftext|> Infosys will focus on aligning its digital transformation toolkit \u2014 Live Enterprise Suite \u2014 with the Foundation\u2019s circular economy performance measurement tool, Circulytics. Circulytics enables companies to measure their circular economy performance and identify opportunities to adopt, or further embed, circular practices, thereby driving the transition to a circular economy. Infosys will be able to achieve circular design of products, services, and supply chains much more quickly by reusing and repurposing customers\u2019 existing technology stacks, rather than replacing them.<|endoftext|> The Partnership follows the recent announcement that Infosys has become a PAS 2060 certified carbon neutral company \u2013 30 years ahead of the timeline set out in the Paris Agreement on climate change. Additionally, 34 of the company\u2019s buildings have the highest level of green building certification and no wastewater is discharged from any of its campuses. Now, as a system integrator dedicated to doing the right thing since inception in 1981, Infosys is well placed to take the technology conversation forward on circularity.<|endoftext|> Corey Glickman, Head of Sustainable Business, Infosys, said: \u201cBeing a Partner of the Ellen MacArthur Foundation is a valued relationship that allows us to continue at pace the work we\u2019ve already been doing to promote the importance of efficient practices and supply chains. Infosys believes there is a symbiotic relationship between digitisation and sustainability and through aligned strategies and clever design \u2014 particularly on circularity \u2014 you can achieve both, with just one pocket of spending.\u201d  James George, Network Development Lead, Ellen MacArthur Foundation, said: \u201cI am very excited to see how this relationship develops and deepens over the next few years. As a global leader in next-gen digital platforms, Infosys will bring a calibre of expertise and knowledge that will further help the Network to realise its digital ambition, which will support the transition towards a circular economy. As a Partner with the Foundation, Infosys have drawn a line in the sand, to embrace a circular economic framework as part of their future value proposition.\u201d  About Ellen MacArthur Foundation  The Ellen MacArthur Foundation is a UK-based charity committed to the creation of a circular economy that tackles some of the biggest challenges of our time, such as waste, pollution, and climate change. A circular economy designs out waste and pollution, keeps products and materials in use, and regenerates natural systems, creating benefits for society, the environment, and the economy. The Ellen MacArthur Foundation works closely with designers, businesses, educators, and policymakers around the world to achieve this.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
 {"text": "Infosys Press Release (PR)  \nTitle: Infosys Science Foundation to Announce the Winners of the 12th Infosys Prize \nAuthor: ['Infosys Limited'] Infosys Science Foundation (ISF) will announce the winners of the Infosys Prize 2020 on the evening of December 02, 2020, virtually. The Infosys Prize, which was instituted to elevate the prestige of science and research, also aims to inspire the youth to choose a vocation in research. The prize for each category comprises a pure gold medal, a citation, and a prize purse of USD 100,000 (or its equivalent in Rupees) this year.<|endoftext|> Infosys Science Foundation will felicitate scholars across six categories - Engineering and Computer Sciences, Humanities, Life Sciences, Mathematical Sciences, Physical Sciences, and Social Sciences. A distinguished jury, comprising of leaders in each of these fields, evaluates the work of the nominees against the standards of international research, placing the winners on par with the finest researchers in the world.<|endoftext|> \u201cOver the last 12 years, the Infosys Prize has chosen the very best contemporary researchers and scientists who have gone on to distinguish themselves further. This reaffirms our faith in our process and purpose. We realized that there was a serious need to bring science to the fore and make it fashionable again, especially for the younger generation who need to see contemporary role models in these fields and be inspired by them,\u201d said N.R. Narayana Murthy, Founder, Infosys, President - Board of Trustees, Infosys Science Foundation.<|endoftext|> Since its inception in 2009, Infosys Science Foundation has felicitated works of 68 laureates from not just institutes like the IITs, IISc, ISIs, and NCBS but also CSIR labs across the county, niche research institutes like JNCSAR and Harish Chandra Research Institute, among others. Last year, this time, Abhijit Banerjee and Esther Duflo, early winners of this Prize, won the Nobel memorial prize in Economics. Manjul Bhargava and Akshay Venkatesh went on to win the Fields Medal \u2013 one of the highest honors in mathematics given only once in four years to those under 40 years of age. Gagandeep Kang became the first woman from India to be elected as a member of the Royal Society. This year, Ashoke Sen and Thanu Padmanabhan, who were awarded Infosys Prize in 2009, made it to the top 30 in their field in a list of top 2 percent leading scientists in the world, according to a paper published by Stanford researchers.<|endoftext|> Winners for this year will be announced and felicitated in a virtual ceremony on December 2, 2020.<|endoftext|> Agenda of the event:  Opening address by N. R. Narayana Murthy- Founder, Infosys, President - Board of Trustees, Infosys Science Foundation  Address by the chief guest \u2013 Abel Prize winner, S R Srinivasa Varadhan  Announcement of winners across six categories by the chairs of each jury panel  Vote of thanks by Salil Parekh \u2013 CEO and MD, Infosys  About the Infosys Science Foundation  The Infosys Prize is awarded by the Infosys Science Foundation, a not-for-profit trust set up in 2009. The award is given annually to honor outstanding achievements of contemporary researchers and scientists across six categories: Engineering and Computer Sciences, Humanities, Life Sciences, Mathematical Sciences, Physical Sciences and Social Sciences. Each prize consists of a gold medal, a citation and a purse of USD 100,000. The award intends to celebrate success in research and stand as a marker of excellence in these fields.<|endoftext|> Prof. Kaushik Basu | Prof. Arvind | Prof. Shrinivas Kulkarni | Prof. Akeel Bilgrami | Dr. Mriganka Sur | Prof. Chandrashekhar Khare  Srinath Batni | K. Dinesh | S. Gopalakrishnan | N. R. Narayana Murthy | Nandan Nilekani | T. V. Mohandas Pai | Shibulal S.D.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
 {"text": "Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
-{"text": "Infosys Blog  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys\u2019 cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include:  Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence  Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements  Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients\u2019 businesses  Infosys\u2019 upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements  Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients  \u201cRapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Apple Vision Pro: Revolutionizing Augmented Reality Experiences \nAuthor: ['Infosys Limited'] Apple Vision Pro: Revolutionizing Augmented Reality Experiences  Welcome to the future of augmented reality! Apple Vision Pro is set to redefine the way we interact with digital content, blending the virtual world seamlessly with reality. With its cutting-edge features, intuitive controls, and sleek design, this AR headset is poised to revolutionize the way we work, play, and explore. Let\u2019s dive into the impressive capabilities and potential use cases of the Apple Vision Pro.<|endoftext|> Unmatched Visuals:  At the heart of the Apple Vision Pro lies a 4K micro-OLED display, boasting a staggering 65 times more pixel density than an iPhone screen. This immersive display ensures breathtaking visuals, bringing digital content to life with exceptional clarity and detail. Whether you\u2019re gaming, designing, or consuming media, the Apple Vision Pro will transport you to a whole new dimension of visual experiences.<|endoftext|> Seamless Interaction:  With the absence of a physical controller, the Apple Vision Pro takes user interaction to the next level. Using advanced sensors, including those for eye and hand tracking, this AR headset allows for natural and intuitive control. By simply moving your eyes or gesturing with your hands, you can navigate menus, interact with virtual objects, and immerse yourself in a world of possibilities.<|endoftext|> Powerful Processing:  The M2 and R1 chips power the Apple Vision Pro, enabling real-time processing and seamless performance. These chips ensure smooth rendering of complex AR content, allowing for fluid interactions and an unparalleled user experience. With the Apple Vision Pro, you can say goodbye to lag and latency, and fully embrace the limitless potential of augmented reality.<|endoftext|> Unmatched Sensor Array:  The Apple Vision Pro is equipped with an array of sensors that revolutionize how we perceive and interact with the world around us. From tracking eye movement and hand gestures to capturing facial expressions and depth information, this headset delivers a truly immersive experience. Two down cameras, two side cameras, two IR illuminators, two LiDAR scanners, and two True Depth cameras work in harmony to provide precise tracking and depth perception, further blurring the line between the physical and virtual realms.<|endoftext|> Immersive and Authentic:  Apple Vision Pro offers two distinct modes: immersive mode and pass-through mode. In immersive mode, users can completely immerse themselves in virtual environments, enjoying interactive experiences like gaming, virtual tours, and creative design. In pass-through mode, the headset seamlessly integrates virtual content into the real world, allowing for enhanced productivity, navigation, and information overlays.<|endoftext|> Uncompromised Security:  Your privacy and security are of utmost importance with the Apple Vision Pro. The device features Optic ID, an innovative authentication method that uses optical technology to verify your identity seamlessly. This ensures that only authorized users can access sensitive information or perform secure actions within the AR environment.<|endoftext|> Apple Ecosystem Integration:  With a focus on a seamless user experience, the Apple Vision Pro is designed exclusively for Apple apps. This tight integration with the Apple ecosystem allows for seamless syncing, sharing, and compatibility across various devices. Whether you\u2019re using your iPhone, iPad, or Mac, the Apple Vision Pro seamlessly integrates with your existing workflows and enhances your productivity.<|endoftext|> Use-cases for vision pro  Remote Collaboration and Communication: AR headsets can revolutionize remote work by enabling immersive and interactive collaboration regardless of physical location. Teams can come together virtually, view and manipulate 3D models, share information in real-time, and communicate through augmented video calls, enhancing productivity and fostering seamless collaboration.<|endoftext|> Education and Training:  Augmented reality headsets can transform the learning experience by overlaying digital content onto the real world. Students can engage in interactive lessons, explore historical sites, dissect virtual organisms, or practice hands-on skills in simulated environments. AR headsets provide an immersive and dynamic educational experience that enhances comprehension and retention.<|endoftext|> Healthcare and Medical Training:    AR headsets have immense potential in healthcare settings. Surgeons can benefit from real-time visualizations and augmented guidance during complex procedures, allowing for precise and efficient interventions. Medical students can practice virtual surgeries, study anatomy with interactive overlays, and gain hands-on experience in a safe and controlled environment.<|endoftext|> Enhanced Surgical Visualization:  The Apple Vision Pro can revolutionize surgical procedures by providing real-time visualizations and augmented guidance. Surgeons can overlay important information, such as preoperative imaging scans, patient vitals, and surgical plans directly onto their field of view. This augmented assistance enables precise and efficient interventions, leading to improved surgical outcomes and patient safety.<|endoftext|> Training and Simulation:  Medical students and professionals can greatly benefit from the immersive training experiences offered by the Apple Vision Pro. Virtual simulations allow users to practice complex procedures, such as surgeries, in a controlled and realistic environment. With the headset\u2019s accurate tracking and depth perception, trainees can hone their skills, learn from their mistakes, and gain valuable hands-on experience before entering the operating room.<|endoftext|> Anatomy Education and Visualization:  Studying and understanding human anatomy is a crucial part of medical education. The Apple Vision Pro can enhance traditional learning methods by overlaying interactive anatomical models onto the real world. Students can visualize and manipulate virtual organs, systems, and structures, gaining a deeper understanding of the human body. This immersive approach improves comprehension and retention, ultimately leading to more proficient healthcare professionals.<|endoftext|> Retail and E-Commerce:  AR headsets offer virtual try-on experiences, enabling customers to see how products look or fit before purchasing. Users can virtually place furniture in their homes, try on virtual fashion items, or visualize how a new paint color would look on their walls. These immersive shopping experiences enhance customer engagement, reduce returns, and improve overall customer satisfaction.<|endoftext|> Architecture and Design:    Architects and designers can use AR headsets to visualize and modify 3D models of buildings or interior spaces in real-time. Clients can walk through virtual representations of projects, making design decisions and providing feedback before construction begins. This streamlines the design process, improves communication, and reduces costly errors.<|endoftext|> Tourism and Travel:    AR headsets can enhance the travel experience by providing interactive and informative overlays on landmarks, historical sites, and tourist attractions. Users can access real-time information, translations, and augmented guides, enriching their understanding of the places they visit and offering a more immersive and personalized travel experience.<|endoftext|> Gaming and Entertainment:    Augmented reality headsets bring gaming to a whole new level by overlaying virtual elements onto the real world. Users can engage in interactive multiplayer games, experience immersive storytelling, and explore virtual worlds in their own surroundings, blurring the boundaries between the digital and physical realms.<|endoftext|> Industrial Maintenance and Repair:    AR headsets can assist technicians and engineers in performing maintenance and repairs by providing step-by-step visual instructions, overlaying diagnostic information, and offering real-time guidance. This reduces downtime, improves efficiency, and enhances worker safety.<|endoftext|> The Apple Vision Pro AR headset will definitely raise the bar for augment reality hardware in the coming future. We will see wide range of application and innovations built around it. Its lightweight design, powerful processing capabilities, unmatched sensor array, and intuitive controls make it a game-changer for professionals, gamers, and enthusiasts alike. With its stunning visuals and immersive experiences, the Apple Vision Pro opens up a new realm of possibilities, enabling us to explore, create, and connect in ways we\u2019ve never imagined. Get ready to step into the future with the Apple Vision Pro AR headset.<|endoftext|> \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: End to End view of OTA for Connected Vehicles \nAuthor: ['Infosys Limited'] End to End view of OTA for Connected Vehicles  Background \u2013 What is OTA for connected vehicle  Over-the-Air (OTA) software updates for connected vehicles became increasingly necessary with advanced electronics, control units & technology embedded in the vehicles which need firmware(s) & software to function.<|endoftext|> OTA updates enable automobile manufacturers to push software packages remotely through the wireless connection. Wireless connection can be through Communication Modules (DCMs) or Local Wi-Fi connections. The software packages for connected vehicles are developed and pushed for new features and bug fixes similar to smartphones and other electronic devices.<|endoftext|> The possibility to update software in the vehicles saves vehicle manufacturers and regional dealers from arrangements of customer visit, and provide manual technical assistance and related time & manpower load.<|endoftext|> The necessity of OTA \u2013 Debriefed objective points  Connected vehicles are loaded with heavy and complex software packages for connected services, vehicle controls, sensors, vehicle and driver safety features, autonomous driving, and much more.<|endoftext|> It is crucial and obligatory for vehicle manufacturers and OEMs to keep in-vehicle software packs and operating systems bug-free and up-to-date with enhanced and new features.<|endoftext|> This demand for frequent and swift software updates pushes manufacturers and OEMs to adapt to OTA mechanisms with the below listed key necessities and/or benefits.<|endoftext|> Drawbacks of time-consuming manual software updates, customer-to-dealer visits, and wired set-ups Automated OTA updates can deliver software/firmware fixes and enhancements remotely, swiftly improving vehicle functionality, safety, and security in no time. The fast-paced evolution of connected vehicles and services pushing heavy demand on the OTA  In the ever-evolving world of connected vehicles and their features, OTA software updates are inevitable for manufacturers to be swift and efficient to deliver software updates, improve vehicle performance, and enhance overall customer delight.<|endoftext|> E2E \u2013 Systems and Business Functions  Enablement of OTA for connected vehicles involves cross-functional system domains and/or functional capabilities listed below.<|endoftext|> Data Collection and Data Analysis of versions and status of in-vehicle software(s) Regulation Compliance and Management UNECE-WP-29 for cybersecurity and software updates, And UNECE-R156 & R155 for component-specific functionalities Legal Compliance to GDPR and Customer Consent Management Fully automated Campaign Configuration and E2E OTA Rollout Management Notification Management to keep customers informed about software updates, and collect consent Product Management, Research, and SDLC of the Software Package(s) Data Analytics and Reporting to judge the success rate of the OTA rollouts Customer management for failed OTA to coordinate with the customer for wired updates Bench set-up with CAN-bus for wired updates  Typical-E2E-System-Domains-Functions-and-Workflow-for-Vehicle-OTATechnical capabilities  Telematics \u2013 To collect vehicle data and send signals to change the configuration of the vehicle Cellular Network \u2013 Telematics data is transmitted over a cellular network, such as 3G, 4G LTE, or 5G. Firmware Over-the-Air (FOTA) \u2013 FOTA technology enables the wireless transfer, installation, and rollbacks Differential (Delta) Updates enable installation of just a changed part of the software, not the whole package Secure Communication, E2E encryption, digital signatures & certificates, and authentication to protect the OTA update from unauthorized access and tampering. Remote Software Management Platforms (Campaign Consoles) to create and package software updates, and schedule deployments in batches to get status and performance. Remote Device Management and Monitoring for remote provisioning, resets, and restarts  Along with the Technical Capabilities the technical protocols used for OTA are  Open Mobile Alliance (OMA) and Device Management (OMA-DM) MQTT (Message Queuing Telemetry Transport) HTTPS (Hypertext Transfer Protocol Secure) CoAP (Constrained Application Protocol) SOTA (Software Over-The-Air) protocols  Current Challenges and Limitations  Although OTA for vehicles is in practice for more than two decades; the challenges and limitations are also growing alongside the complexity of the connected services and demanding customer experience and regulations.<|endoftext|> Some of the prominent challenges are explained below.<|endoftext|> \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Optimize Maintenance Costs through Predictive Maintenance \nAuthor: ['Infosys Limited'] Optimize Maintenance Costs through Predictive Maintenance  Predictive Maintenance:  Predictive maintenance, a strategy to service the equipment only when needed, reducing the unexpected outages. These proactive analysis can help to increase the equipment life along with the reduction in the product delays with the reduction in the equipment changeovers/downtime.<|endoftext|> Following are the few highlights on Predictive Maintenance  Enables the organization in monitoring assets remotely and that too in real time and also maintain a digital record of the transaction details.<|endoftext|> Helps to monitors the asset\u2019s location and its utilization in integration with IoT.<|endoftext|> End-to-end visibility with real-time analytics enables improved productivity  Optimize logistics of the parts and ensure proper maintenance planning.<|endoftext|> Significance and Management of Predictive Maintenance:  Predictive maintenance, a key component of Industry 4.0. Improper maintenance management and strategies can impact the operational efficiency of the organization along with its profitability . i.e., The effective maintenance practices determine the ability to operate reliably and profitably. To be very competitive, companies need to minimize the plant/equipment unplanned downtime and inturn optimize maintenance costs. Implementing best maintenance practices, processes, and applications can yield good returns.<|endoftext|> Predictive analytics is used to predict the assets failure and to generate actionable insights in real time. Different data sources can be used to get the raw data based on which the decision of whether to have maintenance operations needed i.e., data from different sources like IoT, M2M etc., is required to establish an effective predictive maintenance system. For example, maintenance mgmt., systems contain information on maintenance manual, parts of equipment, maintenance reports etc.<|endoftext|> Advanced analytics capabilities (like Oracle Analytics Cloud) are very critical for maintenance optimization, i.e., for analytics and visualizations. This helps the organization in predictive analytics besides descriptive analytics. Machine learning and data science methods are used to build the predictive maintenance models.<|endoftext|> Highlighting elements of the Predictive Maintenance system:  Asset Monitoring: Monitor Assets remotely in real time, collect the information from physical world into digital form and Optimize the Asset lifecycle by leveraging Artificial Intelligence  Data Analytics: Analyze asset data streams and analytics tools to deliver visualizations of real-time data and failures prediction by advanced analytics and ML algorithms, before the failure happen and resulting in maintenance planning optimization.<|endoftext|> Maintenance Optimization: Based on the AI, data insights and subsequent predictive actions, automation (like using sensor data) of the maintenance Work Order creation, technicians\u2019 assignment and optimal maintenance schedule recommendations.<|endoftext|> Integrate with IoT: Monitors the asset\u2019s location, and its utilization in association with IoT. Real time data integration with the physical asset and the IoT application.<|endoftext|> Optimized Operations: Optimization of business process through real time data driven decision. This also reduces the operations cost. Complete view of assets and equipment helps the organization to know the location of an asset and its lifecycle details.<|endoftext|> Key Benefits:  Following are key benefits from Predictive Maintenance  Equipment Uptime increase  Reduction in breakdown  Increase in Productivity  Reduction in Maintenance Costs  Poor maintenance strategies can affect the maintenance operations efficiencies and have impact on the organizational profits. In today\u2019s world, to be very competitive, the organizations in asset oriented industries, need have a proper maintenance strategy which results in reduction of unplanned downtime and optimization of the maintenance costs. Hence have an effective Predictive Maintenance strategy in place which enable organizations in monitoring their assets in real time, assets integration and data collection from different sources, analyze the data and translate it into meaningful insights and finally convert those insights into very prescriptive actions in an automated manner, in optimizing maintenance activities and costs.<|endoftext|> Ref:  https://www.oracle.com/a/ocom/docs/applications/supply-chain-management/oracle-future-ready-predictive-maintenance-brief.pdf  https://www.oracle.com/a/ocom/docs/applications/supply-chain-management/oracle-future-ready-predictive-maintenance-info.pdf  https://www.oracle.com/ae/data-platform/predictive-maintenance/  \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Exploring the Future of Programming with GitHub Copilot: Revolutionizing Business Efficiency \nAuthor: ['Infosys Limited'] Exploring the Future of Programming with GitHub Copilot: Revolutionizing Business Efficiency  Introduction:  In the fast-paced world of software development, businesses are constantly seeking innovative tools and technologies to streamline their programming processes, enhance productivity, and deliver high-quality code. One such groundbreaking advancement is GitHub Copilot, an AI-powered code completion tool developed by OpenAI and GitHub. This solution has the potential to reshape the future of programming, offering an intelligent assistant that can assist developers in writing code faster and more efficiently. In this blog post, we will delve into the transformative power of GitHub Copilot and its implications for businesses in various sectors.<|endoftext|> Enhanced Development Speed and Efficiency:  GitHub Copilot is designed to save developers valuable time by suggesting code snippets, completing lines of code, and providing context-aware code suggestions in real-time. This AI-powered assistant has been trained on a vast array of publicly available code, making it capable of understanding and generating code for multiple programming languages and frameworks. By automating repetitive and mundane coding tasks, developers can focus their energy on more complex problem-solving and innovation, leading to faster development cycles and reduced time-to-market for businesses.<|endoftext|> Improved Code Quality and Consistency:  Maintaining code quality and consistency is crucial for any software development project. GitHub Copilot acts as an intelligent pair programmer, offering suggestions based on best practices and common coding patterns. It can help catch syntax errors, highlight potential bugs, and recommend alternative code implementations. This ensures that the code produced is of higher quality, minimizing the occurrence of bugs and vulnerabilities. With GitHub Copilot\u2019s assistance, businesses can significantly enhance their software reliability and reduce the costs associated with debugging and maintenance.<|endoftext|> Accelerated Learning and Onboarding:  In addition to its code completion capabilities, GitHub Copilot acts as a learning tool, making it particularly valuable for businesses when onboarding new developers. As the assistant suggests code snippets and explains the underlying concepts, it assists developers in learning new programming languages and frameworks more efficiently. This can greatly reduce the learning curve for new team members, enabling them to become productive contributors in a shorter period. By leveraging GitHub Copilot\u2019s AI capabilities, businesses can facilitate knowledge transfer, improve collaboration, and foster a more cohesive and efficient development team.<|endoftext|> Tailored Solutions for Industry-Specific Needs:  Different industries have unique programming requirements, and GitHub Copilot can adapt to specific domain needs. By training the AI model on industry-specific codebases, businesses can create tailored versions of GitHub Copilot that cater to their specific programming challenges. For example, a financial institution can train Copilot on their proprietary financial models and algorithms, ensuring that the suggestions provided align with their industry regulations and practices. This customization opens up new possibilities for businesses, empowering them to accelerate development in their respective fields.<|endoftext|> Ethical Considerations and Human Oversight:  While the potential of GitHub Copilot is remarkable, it is essential to address potential ethical concerns. GitHub Copilot is an AI assistant that offers suggestions, but it is not infallible. Human oversight is crucial to review and validate the code generated by Copilot to ensure adherence to business requirements, security standards, and legal compliance. Additionally, businesses should be mindful of any potential biases in the training data and work towards creating more inclusive and equitable software solutions.<|endoftext|> Conclusion:  GitHub Copilot represents an exciting leap forward in programming technology, offering businesses the opportunity to significantly enhance their development processes. By harnessing the power of AI, Copilot empowers developers to write code faster, improve code quality, accelerate learning, and adapt to industry-specific needs. As businesses embrace this transformative tool, it is crucial to maintain a balance between automation and human expertise, leveraging the capabilities of GitHub Copilot while ensuring human oversight and ethical considerations. The future of programming with GitHub Copilot is promising, and businesses that embrace this innovation will undoubtedly gain a competitive edge in the ever  \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Future of Manufacturing with Augmented Reality \nAuthor: ['Infosys Limited'] Future of Manufacturing with Augmented Reality  Augmented Reality (AR) is a technology that enhances real-world objects by adding computer-generated information, graphics, and sounds, thus enhancing the perception of the real world. From a discrete manufacturing perspective, AR is used to visualize, monitor, and control the manufacturing process in real-time, leading to improved efficiency, quality, and safety.<|endoftext|> Augmented Reality vs. Virtual Reality:  Augmented Reality differs from Virtual Reality (VR) in that AR blends virtual information with the real-world environment, whereas VR immerses the user in a fully virtual environment. Augmented Reality is more suitable for the manufacturing industry as it allows the user to stay engaged with the physical world while augmenting it with relevant information.<|endoftext|> Practical Applications:  The manufacturing industry has been quick to adopt AR technology due to its practicality and ability to provide real-time assistance to the workforce. Some practical applications of AR in manufacturing are:  Training and Education: AR technology can provide an interactive and immersive training experience to new employees, enabling them to learn quickly and efficiently. Jaguar Land Rover, for example, uses AR headsets to train their employees in assembly line processes.<|endoftext|> AR technology can provide an interactive and immersive training experience to new employees, enabling them to learn quickly and efficiently. Jaguar Land Rover, for example, uses AR headsets to train their employees in assembly line processes. Maintenance and Repair: AR can be used to provide real-time assistance to maintenance and repair personnel, helping them diagnose and fix issues more quickly. Boeing, for example, uses AR headsets to assist their technicians in wiring harness installation.<|endoftext|> AR can be used to provide real-time assistance to maintenance and repair personnel, helping them diagnose and fix issues more quickly. Boeing, for example, uses AR headsets to assist their technicians in wiring harness installation. Quality Control: AR can be used to visualize and monitor the manufacturing process in real-time, leading to improved quality control. Volvo, for example, uses AR technology to visualize and test car designs in real-time.<|endoftext|> AR can be used to visualize and monitor the manufacturing process in real-time, leading to improved quality control. Volvo, for example, uses AR technology to visualize and test car designs in real-time. Remote Assistance: Using AR glasses and mobile devices, the experts can provide real time guidance the onsite workers, by overlaying digitally the instructions and annotations and visual cues in the real world thus enabling smooth troubleshooting.<|endoftext|> Using AR glasses and mobile devices, the experts can provide real time guidance the onsite workers, by overlaying digitally the instructions and annotations and visual cues in the real world thus enabling smooth troubleshooting. Ergonomics and Safety: While using the AR technology, the workers can leverage the guidance via the onscreen text, annotations / voice w.r.t to their posture and the method to handle the equipment so that the work happens in an efficient way while giving utmost importance to workers safety.<|endoftext|> Augmented Reality Probable Use Cases in Industry 5.0:  Industry 5.0 is the next phase in the evolution of the manufacturing industry, where humans and machines work together in a harmonious and collaborative environment. Augmented Reality technology is likely to play a significant role in Industry 5.0, with the following probable use cases:  Collaborative Robotics: AR technology can be used to enhance the collaboration between humans and robots in the manufacturing process, leading to improved efficiency and safety.<|endoftext|> AR technology can be used to enhance the collaboration between humans and robots in the manufacturing process, leading to improved efficiency and safety. Real-time Data Visualization: AR technology can be used to provide real-time data visualization to the workforce, enabling them to make informed decisions quickly and efficiently.<|endoftext|> AR technology can be used to provide real-time data visualization to the workforce, enabling them to make informed decisions quickly and efficiently. Predictive Maintenance: AR technology can be used to monitor the manufacturing process in real-time, enabling predictive maintenance and reducing downtime.<|endoftext|> Conclusion:  Augmented Reality technology is transforming the manufacturing industry by enhancing efficiency, quality, and safety. As the manufacturing industry moves towards Industry 5.0, the role of AR technology is likely to become even more significant, with increased collaboration between humans and machines and real-time data visualization. The manufacturing industry needs to embrace AR technology to stay competitive and achieve better outcomes.<|endoftext|> \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Data Privacy \u2013 More Fines, More Awareness \nAuthor: ['Infosys Limited'] Data Privacy \u2013 More Fines, More Awareness  Data Privacy Trends in 2023  Data Privacy is becoming a very popular topic worldwide. Privacy is a right of every individual in the world. As the number of Data privacy laws is increasing, Companies need to focus & protect users\u2019 privacy & comply with the new regulations. As awareness of data privacy is increasing globally, managing personal data concerning the laws & regulations affects the trust of people which in the end affects the profit margins of the company. So, Companies are now trying to comply with the rules & regulations of each country prescribed by their respective governments.<|endoftext|> Also, to avoid Data Privacy breaches, GDPR (General Data Protection Regulation) of the EU legislators imposes heavy penalties if companies are found misusing or mishandling the data.<|endoftext|> 1. Global rise in data privacy laws & regulations  Due to the introduction of GDPR in 2018, there has been significant growth in data privacy prevention regulations & companies are now investing in making the data more secure, avoiding third-party cookies, etc. Today, 100+ countries have proper Data Privacy laws & regulations & this number is rising significantly. It is expected that 75% of the global population would have their private information secured complied with the regulations by the end of 2024.<|endoftext|> 2. Companies will invest more in privacy technologies  There will be huge spending by the companies in the race to protect the data & avoid penalties. Advertisers & Marketing agencies rely on sharing information models. However, this will soon be stopped with new laws & regulations. Google has already launched a Privacy Sandbox in 2019 & is currently working on Trust Token-API to replace third-party cookies. This will greatly enhance the user experience & greater security of personal data.<|endoftext|> 3. More privacy-related fines will be charged to service providers  Big tech companies are often charged with fines & penalties for data breaches. One of the world\u2019s top companies, Meta will be charged an enormous fine of \u20ac1 billion estimated under GDPR breaches.<|endoftext|> Moreover, IDPC (Irish Data Protection Commission) has more than 40 open inquiries for other big tech companies.<|endoftext|> Cookies and other tracking technologies are also evolving with time. So, the website owners need to continuously update their current Privacy Policy & process the data accordingly.<|endoftext|> 4. Increase in requests and complaints of data subjects  Data subjects or users are becoming aware of their rights of protecting their personal data from any fraudster, cookie, or any other agent of data breaches. Users are getting to know about their rights to know, update, delete, edit or handle the information. So, there are significant increases in complaints about data handling.<|endoftext|> In the year 2020, India banned the famous mobile game PUBG. The biggest reason for the ban was data privacy concerns. The game servers were not in India, but in China, and it was believed that the data was misused, stolen & transferred to some other entity.<|endoftext|> As Data subjects become aware of their rights, they will start to prefer 1st party data handlers who will be more secure, transparent, and protective & has full control over data.<|endoftext|> 5. Greater transparency in the collection and processing of personal data  Data is priceless. Data contains valuable information which can create a business & also destroy it. According to the user privacy survey, it is likely that the users would change their service providers as users become more aware of their data. The businesses that handle the data properly and comply with regulations will see an increase in active users compared to others.<|endoftext|> Below Mentioned are some of the huge fines levied on big companies due to data breaches  Top fines  1. Amazon GDPR fine \u2013 \u20ac746 million  On July 16th, 2021, Amazon- Inc. was imposed with a huge fine of \u20ac746 million ($888 million) due to violation of GDPR. More than 10,000 people filed complaints against Amazon Inc in May-2018 through a French Privacy Rights Group. An investigation was opened by CNPD on how Amazon Handles & processes its user data. They found infringements in Amazon\u2019s advertising & targeting system which was conducted without the consent of the user.<|endoftext|> 2. Meta GDPR fine \u2013 \u20ac405 million  On September 5th, 2022, Meta Ireland was imposed with a fine of \u20ac405 million GDPR fine for finding infringements in processing the personal data of children in accordance with legal bases. According to Data Protection Commission (DPC), personal data such as email addresses & phone numbers of Instagram business accounts of children aged from 13 to 17 years old were automatically displayed. Meta failed in providing proper measures with information using clear & plain language to children, lacked organizational measures & technical measures & also failed in conducting a Data Protection Impact Assessment where processing resulted in a high risk to the rights & freedom of child users.<|endoftext|> 3. Meta GDPR fine \u2013 \u20ac265 million  An investigation has previously been launched by DPA in 2021 after several media reports reported that Facebook\u2019s data set was made available on a hacking platform with highly personal data. 533 million users were affected due to this data leak disclosing all their personal information such as email addresses & phone numbers to third parties without authorization & consent.<|endoftext|> So, on November 25th,2022 DPA imposed a \u20ac265 million fine on Meta after reviewing the Facebook Search, Messenger Contact Importer & Instagram Contact Importer tools.<|endoftext|> 4. WhatsApp GDPR fine \u2013 \u20ac225 million  On 2nd September 2021, Ireland\u2019s DPC imposed \u20ac225 million fine on WhatsApp Ireland which is a Facebook Owned Voice over-Ip service & messaging app after a 3-year investigation.<|endoftext|> The decision was issued to reassess the proposed fine regarding infringements of transparency in the calculation of the fine as well as the period for WhatsApp to comply after the EPDB (European Data Protection Board) intervened and asked the DPC.<|endoftext|> 5. Google LLC fine- \u20ac90 million  On December 31, 2021, a \u20ac90 million fine was imposed on Google LLC France over its inability to refuse cookies easily as users could accept on YouTube. The CNIL concluded that the cookie refusal mechanism was much more complex than it should be, which led users to accept cookies which benefited the company to use it for advertising & targeting users based on cookies.<|endoftext|> \u20ac100 euros per day fine was also imposed on the company until they provide simple mechanisms to refuse cookies as that of accepting them.<|endoftext|> Importance Of Data Privacy  Data will help you to improve the quality of life for the people you support: Improving quality is primarily among the reasons why organizations should be using data. By allowing you to measure and take action, an effective data system can enable your organization to improve the quality of people\u2019s lives.<|endoftext|> Data allows you to monitor the health of important systems in your organization: By utilizing data for quality monitoring, organizations are able to respond to challenges before they become full-blown crises. Effective quality monitoring will allow your organization to be proactive rather than reactive and will support the organization to maintain best practices over time. So, choosing a wise data manager is particularly important. For example, IEDPS.<|endoftext|> WHY iEDPS?  The patented iEDPS-Infosys Enterprise Data Privacy Suite provides enterprise-class data privacy & data management. It enables organizations to de-risk as well as protect sensitive data bundled with advanced test data management capabilities. iEDPS helps manage all data needs and enables an organization to adhere to global regulatory standards such as GDPR, CCPA, HIPAA, PIPEDA, GLBA, ITAR, and other global and local regulations. iEDPS can be deployed on any platform and supports all major databases and file systems.<|endoftext|> iEDPS uses a data masking technique to hide sensitive data in the repositories. It identifies sensitive data in the repositories & performs data masking (Static & Dynamic) adhering to all the global standards prescribed. Also, iEDPS is very flexible to any newer recommendations of the client for any other type of data protection algorithm they need which will be developed, tested & then delivered maintaining data privacy throughout the development team, production & testing team to avoid any kind of data breaches too.<|endoftext|> \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: The Rising Peril Of Disinformation \nAuthor: ['Infosys Limited'] The Rising Peril Of Disinformation  The influence of social platforms on people has made a tremendous rise in the amount of disinformation being spread across the globe. The complex and vast environment of the internet has increased the scale of information available to the user at each moment. People rely on the news spread on social media as they have everything at their fingertips. They could easily generate, share and interact with billions of users worldwide. But there are two sides of the same coin. On one side, it gives rise to several opportunities. But on the other aspect, it gives rise to several dangers as they are unaware of the fake information being spread.<|endoftext|> Most people are hardly aware of the sources that provide this information. Much of the news pieces on social media are from noncredible sources. More than 50% of the users believe that news is fake. But the rest of the population solely trusts this false information and spreads it regardless of the fact that they are misleading others. Nowadays, \u2018clickbait\u2019 is also a major issue. Even reputed media channels have started using it to generate engagement for their articles.<|endoftext|> Case Study of Disinformation  Covid-19 was a trending topic on the internet for the past two years, and the amount of disinformation that was spread was very high. People shared the news without even validating the information.<|endoftext|> The Covid-19 pandemic has affected millions of people all around the globe. Many people tried to make the public aware of the disastrous effects of this pandemic. But there were an equal number of other people who just spread disinformation which was much more infectious. This false spread of information became so rampant that the World Health Organization coined the term \u201cinfodemic\u201d to describe these conspiracies and unsubstantiated claims surrounding the outbreak.<|endoftext|> The major disinformation spread was regarding the home remedies for combating the virus, which included drinking water every 15 minutes, ingesting garlic, being exposed to heat, and so on. All these were rejected by the World Health Organization. Yet still, these are being spread as preventive measures despite the explicit dispelling of these remedies as appropriate.<|endoftext|> How To Spot and Stop Disinformation?  It\u2019s always important to have a critical mindset while reading online. Always make sure you are reading from a trustworthy news provider. Sometimes we get attracted to certain headlines, but the news would be very different. This is the technique of that channel to attract users and increase views, also known as the act of \u2018clickbait\u2019. A fact check should be done by the media outlets before sharing information.<|endoftext|> If something feels wrong while reading an article, always make sure that you do a small digging into the references and try to understand what they are claiming. But sometimes, they can trick us by creating fake URLs as well.<|endoftext|> Disinformation can also be spread from person to person. Someone may tell their friends or family a false story, and when they share it with others, it amplifies information to a wider set of audience. Always make sure when you share anything with others, you have clear knowledge about it.<|endoftext|> Detecting and responding to disinformation is necessary. It requires to be done in a customized approach. All the requirements and sensitivities of the organization should be met while planning this approach.<|endoftext|> Continuous monitoring is required and assesses the risks involved due to the spread of this disinformation.<|endoftext|> Always try to educate yourself about disinformation and how to spot it. Invariably trust your instincts, and don\u2019t let others mislead you. You can always find the truth with a little bit of work.<|endoftext|> Conclusion  One of the major factors in the rise in the spread of disinformation is Artificial Intelligence. Disinformation groups that are utilizing AI can output massive quantities of fabricated articles. These blur the line between what the public thinks is fact and what they think is fiction.<|endoftext|> This is a difficult problem to solve. To tackle it, organizations need to develop a better understanding of modern digital information ecosystems. Developing a system to record and log troublesome content that is noticeable is important and useful. Forming relationships with credible information sources and trusted journalists helps prevent the spread of disinformation. Working with like-minded organizations is also essential to mitigate the effects of disinformation.<|endoftext|> The use of the right tools and strategies prevents disinformation from impacting your organization and your work. Consistent monitoring is required to ensure the contents are verified before being processed.<|endoftext|> We at iEDPS (Infosys Enterprise Data Privacy Suite) make sure that the information is relevant and secure. We help by providing security to those fields that are sensitive and have several encryption techniques that help in data privacy and ensure that sensitive data is masked.<|endoftext|> \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Hard Interest to Negative Interest to ECR and Green Credits \u2013 Fee Billing as an opportunity \nAuthor: ['Infosys Limited'] Hard Interest to Negative Interest to ECR and Green Credits \u2013 Fee Billing as an opportunity  From a period of ultra-low interest rates for a long period of time, so much so that it was taken for granted that the interest rates will never ever go higher again, to an era where the rates have gone up over 500% and touching 5.25% within a year, the pandemic era has been marked by some crazy moves in the deposits and money markets over the past couple of years. This blog covers only the impact on banks\u2019 fee billing systems and the challenges to handle such gyrations.<|endoftext|> There was a time, not in the very distant past when interest rates went from positive territory to below zero!! This essentially meant that banks were being penalized by Fed and ECB(European Central Bank) for maintaining deposits with them. In the absence of any interest-yielding avenues, this forced banks to start charging corporates for parking excess money with them. This inverted the basic business proposition of bank lending where banks earned money from sourcing deposits at a lower rate and lent them to needy corporates at a higher rate with the difference shown as profits. However, the other part of banks being safe custodians of money and provider of liquidity on demand came to the center fore. Large corporates with significant cash flows with no avenues to park excess funds overnight had no choice other than to pay banks for the same service as they needed the safety and liquidity provided by banks.<|endoftext|> One part of the Dodd-Frank Act which allowed banks to pay interest on DDA (Demand & Deposit Accounts) had little use in the ultra-low interest rate and negative interest rates regimes, preventing corporates from earning interest on their deposits with the bank. The very purpose of earnings credit given by banks in lieu of hard interest, which resulted from corporate treasurers and banks sitting together to seek compensation for charging various fees on deposits, on which interest payment was illegal, vanished with Dodd-Frank act allowing interest on deposits. Now, with a sudden spike in interest rates of over 5 % within an year, the interest rates have again made a comeback for corporates to earn decent interest on their DDA (Demand & Deposit Accounts).This has impacted several areas of the banks business including their Transaction Fee Billing Systems. One of the few bright spots in the banks in recent years, has been the performance of Global Transaction Revenues of various banks which continued to show an upswing even as other avenues went down. This forced all banks to continue upgrading their billing systems and separate out the charges part from their core systems across various Processors and channels. This \u201cmiddle layer\u201d pulled data from disparate customer management systems and transaction processing systems and combined the same to provide complex and personalized pricing and billing. These systems also provided a centralized view of the entire customer relationship of the banks and utilized the same to provide differentiated service.<|endoftext|> A key challenge banks face is to seamlessly move from charging earnings credit through Legacy Account Analysis or Fee Billing systems to charging hard interest or a hybrid of the two within their current Fee Billing systems. Billing systems should enable easy migration from ECR (Earnings\u2019 Credit Rate) to a hard interest pricing model for specific products or a hybrid model where the accumulated Earnings credit are either set-off against specific fee lines or paid out as hard interest. The billing systems should enable seamless sunsetting of negative interest rates, if provided for the past years and start paying out hard interest or EC(Earnings Credit).<|endoftext|> Another challenge being seen is the increasing requirement to have ESG (Environment, Social & Governance) support for banks customers. An interesting use case here would be for banks to partner green projects and start adjusting the accumulated EC (Earnings Credit) towards such projects resulting in \u201cGreen Credits\u201d towards ESG (Environment, Social & Governance) norms. The billing systems should facilitate the on-boarding of such partners and projects and also be in a position to offer the Green Credits to its customers. Banks can also use this as a Revenue earning stream for providing its customers the opportunity to earn Green Credits and share a part of such revenue with the partners.<|endoftext|> Banks expect their Fee Billing Systems to now provide ability to easily on-board and revenue share with partners and also present partners with a detailed break up of such revenue share to earn the trust of its partners of being fair.<|endoftext|> Thus, Fee Billing systems are now converging towards Bank in a box or BaaS (Banking as a Service) model. Unless Fee Billing Systems of banks evolve and support such requirements, banks will be caught on the backfoot and unable to be nimble enough to capture such opportunities.<|endoftext|> Do your Current Account Analysis or Fee Billing systems allow such seamless options without resulting in rewiring or hard coding and resulting in huge maintenance and development overheads? Do your customers get to see their Green Credits and contributing projects? Are your contributing partners able to see their revenue share transparently? Are banks able to leverage and be nimble enough to grab such opportunities?  Infosys Revenue Management Platform is a cutting-edge fee billing solution providing banks expertise and ability to launch such personalised service rapidly.<|endoftext|> \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: How Secure Data Mining helps in Test Data Preparation \nAuthor: ['Infosys Limited'] How Secure Data Mining helps in Test Data Preparation  Nowadays, worldwide, every organization stores a lot of data used for testing/development purposes. The more data an organization produces, the more difficult it becomes to make sense of it and derive meaningful insights from it. There is an ingenious solution for this issue, which is the data mining process. Data mining identifies the meaningful relationship in the raw data of an organization, and it is typically done to predict future data. Data mining deals with a large number of datasets with various techniques involved.<|endoftext|> What is Data Mining?  Data mining is a technique used by various organizations to change raw data into proficient information involving multiple techniques and methods. Data mining techniques analyze the data based on patterns and connections present in data. It aids in researching future trends by analyzing past data and also helps in identifying the relationships and correlations among the data.<|endoftext|> Steps in Data Mining  Setting Objectives \u2013 Every organization should set an objective of what data they want and how it can be organized. This is where the data scientists and stakeholders come together to define a business problem to which data mining can be applied. Data Preparation \u2013 This step is to identify the correct data based on the objectives set. It is to understand the type of data source involved. The data needs to be filtered or cleaned based on the need. Data Processing \u2013 Defines applying the data mining techniques/models, i.e., it identifies the relationship/patterns/correlations in the data. Evaluating Results \u2013 To evaluate the results obtained from the data mining models and deploy further if required.<|endoftext|> Data Mining Techniques  Association : Refers to the process of finding correlations between different types of data. The goal of association rule mining, given a set of transactions, is to find the rules that allow us to predict the occurrence of a specific item based on the occurrences of the other items in the transaction.<|endoftext|> : Refers to the process of finding correlations between different types of data. The goal of association rule mining, given a set of transactions, is to find the rules that allow us to predict the occurrence of a specific item based on the occurrences of the other items in the transaction. Classification : It is the process of predicting new data, i.e., putting your data in buckets based on specific shared qualities and characteristics. The most challenging aspect of classification is determining which categories one should place data into.<|endoftext|> : It is the process of predicting new data, i.e., putting your data in buckets based on specific shared qualities and characteristics. The most challenging aspect of classification is determining which categories one should place data into. Clustering : Similar to classification, clustering is loosely putting data in buckets based on similarities. The difference between classification and clustering is that classification requires creating categories, while clustering is more about finding similarities regardless of a category.<|endoftext|> Advanced Data Mining Techniques  Artificial Intelligence: Some of the artificial intelligence techniques helps the user to classify the data. The technique mainly used is Natural Language Processing (NLP) which helps in identifying insights from larger datasets.<|endoftext|> Machine Learning: In data mining, machine learning refers to programming software or computer to predict future patterns and behaviours without being explicitly programmed to do so. A data analyst can use the Python and R Programming languages to use machine learning in a data mining context.<|endoftext|> In the market, there are a lot of data privacy products available for data mining features. One of the key products in data mining is an Infosys offering, Infosys Enterprise Data Privacy Suite (iEDPS), which is a data privacy solution present in the market for over 10+ years.<|endoftext|> iEDPS Product Details  Infosys Enterprise Data Privacy Suite (iEDPS) is a patented enterprise-class data privacy suite which will enable users to protect and de-risk sensitive data. iEDPS is a one-stop solution for the protection of confidential, sensitive, private, and personally identifiable information within enterprise repositories. It supports various databases like Oracle, SQLServer, etc., and various file types like Delimited, Fixedlength, XML, JSON, etc. iEDPS has many functionalities to identify and protect sensitive fields/data. Some of them are below:  iEDPS identifies the sensitive fields (Discovery)  Users can mask the data (sensitive fields) and subset it  Data generation  iEDPS supports more than 180+ algorithms to mask sensitive fields like encryption [MYP1] and deterministic lookup file-based algorithms  Supported with various static and dynamic masking capabilities inbuilt  iEDPS is an easy-to-use data privacy protection that helps in automating data protection and privacy across an enterprise.<|endoftext|> How iEDPS Helps in Data Mining  iEDPS supports the data mining feature, which is query-based. Users can create a connection to any supported database and build a template in the format of a query. Users can prepare multiple query-based templates, i.e., queries to retrieve the data, based on the criteria they need. All these templates are stored in iEDPS and can be used by the testers to retrieve the data by directly executing the template. The results will give you the filtered data.<|endoftext|> This will result in below:  Users/Testers don\u2019t need to search the entire set of huge data. Instead, they can run the pre-made templates and get the correct data that is required.<|endoftext|> Increased self-service  Reduces effort spent on test data preparation  Removes dependency on personnel  Based on the above observations using iEDPS, its data mining feature will help the end user with the test data preparation and reduce the effort involved.<|endoftext|> \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Unified Tool for Minimum Acceptance Test, Business Process Automation and More \nAuthor: ['Infosys Limited'] Unified Tool for Minimum Acceptance Test, Business Process Automation and More  Overview  \u2018Any One Can Automate Testing\u2019 is an open-source Testing Automation tool, developed by Infosys for regression testing. This is designed to reduce testing cycle time during quarterly patch updates from Oracle, for their product/ applications, and volume testing etc. Alternatively, it has also been utilized for efficient business process handling, resulting in significant time and resource savings. This blog unfolds those alternative applications of this tool to manage work more efficiently and to increase productivity.<|endoftext|> Introduction to the \u2018Any One Can Automate Testing\u2019 tool  This testing tool was developed primarily for below given use areas.<|endoftext|> System Setup and Configuration can be done for a new instance. Updates in multiple configuration parameters in the existing instance is also possible with this tool.<|endoftext|> Automated Regression Testing  In cloud-based systems patch deployment happens frequently, from the application owner, like Oracle, for Merchandise Foundation Cloud Service. After every patch deployment and version upgrade of application(s) Regression testing ensures that system is working fine.<|endoftext|> In agile mode of implementation, as and when codes are deployed in instance, business critical scenarios are tested to ensure that key functionalities do not get adversely impacted.<|endoftext|> While the tool was originally planned to be used with Oracle Retail modules like Merchandising, Planning, POS (Point of Sales) etc. Tool\u2019s architecture allows it to be expandable to include any system in the client landscape with minimal investment.<|endoftext|> This tool helps in Volume testing by creating larger data points, with comparatively lesser effort. Say, for example, creation of multiple regular items in Merchandise Foundation Cloud Service. Also, this tool can be used for processing large data, from UI. For example, loading of sales data.<|endoftext|> In collaboration with business user, Usability Testing ensures environment/ system being fit for use. With this tool, typical set of basic activities can be tested, which are pre-recorded earlier.<|endoftext|> Typical Workflow  This Selenium-based tool, records process, marks data input points, and adds nodes of result capturing (like screenshot to be taken and/or back-end data to be captured from database). Then the whole process is re executed with new input data points.<|endoftext|> A simplistic flow chart shows these steps in more detail.<|endoftext|> Rerun or execution of automated flow, can be done in multithreaded way as well, in parallel.<|endoftext|> Alternative Usage of Tool  Beyond the primary usage of tool like regression and volumetric testing, this tool can easily automate repetitive business user actions. The users are required to record process steps one time which the tool leverages to execute on multiple sets of data and achieve desired business/process outcome. This frees up user bandwidth and allows them to focus on operational excellence and innovation initiatives.<|endoftext|> Use Cases  Here are few illustrative scenarios where this tool has supported Business Scenarios as well as helped in Issue Resolution processes, and hence added value.<|endoftext|> Benefits of this tool  Conclusion  \u2018Any One Can Automate Testing\u2019 is dynamic, flexible, has demonstrated capabilities to handle business scenarios alongside testing, and is upgraded continuously by Infosys team. It can very easily help in addressing more varied business issue resolution and in handling data intensive processes.<|endoftext|> \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Tiny ML \u2013 Machine Learning on resource constrained devices \nAuthor: ['Infosys Limited'] Tiny ML \u2013 Machine Learning on resource constrained devices  Preface:  Tiny Machine Learning (Tiny ML) is practice of deploying machine learning models on resource-constrained devices, such as microcontrollers or Internet of Things (IoT) devices, with limited processing power, memory, and energy consumption.<|endoftext|> Benefits:  Realtime : By bringing machine learning to the edge, TinyML enables real-time processing, reduced latency.<|endoftext|> Operate on resource constraint devices: TinyML models are designed to be lightweight, compact, and energy-efficient, enabling them to operate efficiently on resource-constrained devices.<|endoftext|> Instant Decision: TinyML enables on-device inference, allowing edge devices to make decisions instantly without relying on cloud connectivity or external processing.<|endoftext|> Data transfer contains: TinyML reduces the amount of data transmitted by performing local inference.<|endoftext|> Offline Operation: Some edge devices operate in environments with intermittent or no network connectivity. Operating on device itself support offline.<|endoftext|> Cost Reduction: Deploying machine learning models on resource-constrained edge devices reduces the reliance on expensive cloud infrastructure and continuous data transmission.<|endoftext|> Privacy and Security: Transmitting sensitive data to the cloud for processing raises privacy and security concerns, which is avoided.<|endoftext|> Use Cases:  Telematics and Usage-Based Insurance (UBI): TinyML can be used in telematics devices to collect and analyze data on driving behavior, allowing insurers to assess risk more accurately and offer usage-based insurance policies tailored to individual driving patterns.<|endoftext|> Claims Processing and Fraud Detection: By deploying TinyML models on edge devices, insurers can quickly assess the damage, estimate repair costs, and identify potential fraud in real-time.<|endoftext|> Property Risk Assessment: By analyzing information from IoT sensors and smart home gadgets. Insurance companies may track variables like temperature, humidity, water leaks, and smoke detection in real-time by deploying TinyML models on these sensors. This enables early risk detection, prompt alarms, and proactive risk mitigation steps. Additionally, it may result in more precise underwriting and customised insurance pricing.<|endoftext|> Fraud Detection: Running ML on the device for fraud detection has several advantages over cloud ML, including real-time processing, decreased latency, greater privacy, and less reliance on network access.<|endoftext|> Retail Operations and Inventory Management: TinyML may be used to improve retail operations and inventory management. TinyML models on edge devices allow them to analyze data from sensors and cameras to detect product availability, check stock levels, and track consumer behavior. This allows for more precise demand forecasts, more effective inventory management, and more personalized client experiences.<|endoftext|> Difference between IoT and Tiny ML:  TinyML involves deployment of machine learning models on edge devices to enhance efficiency, reduce latency, improve privacy, and enable intelligent functionality. TinyML optimizes and compresses machine learning models to run efficiently on devices with limited resources.<|endoftext|> IoT connects physical devices, sensors, and objects to enable data collection, communication, automation, data sharing, and remote control. Sensors, actuators, communication protocols, cloud computing, and data analytics are just a few of the technologies that make up the Internet of Things (IoT). Device communication, data management, and control are made possible by IoT technology.<|endoftext|> TinyML focuses on deploying ML models on edge devices for real-time decision-making, while IoT is a broader concept encompassing device connectivity, data sharing, and automation.<|endoftext|> Future Growth:  ABI Research, a worldwide technology market advisory predicts that TinyML market will grow with shipment of the IoT devices from 15.2 million in 2020 to 2.5 billion in 2030. Each of this device enables the use of TinyML. One can imagine the need and opportunity for TinyML.<|endoftext|> Conclusion:  TinyML involves optimizing and compressing ML models to run efficiently on these devices, enhancing efficiency, reducing latency, improving privacy, and enabling intelligent applications in various domains such as industrial automation, healthcare, smart homes, agriculture, and more. It empowers edge devices to perform inference and analysis locally, minimizing the need for constant cloud connectivity and enabling intelligent functionality at the edge.<|endoftext|> \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Google\u2019s AI Advancements Revolutionize Product Mapping and Search \nAuthor: ['Infosys Limited'] Google\u2019s AI Advancements Revolutionize Product Mapping and Search  Introduction:  In recent years, Google has harnessed the power of artificial intelligence (AI) to transform the way products are mapped and searched. By leveraging cutting-edge technologies such as computer vision and machine learning, Google has significantly enhanced its search capabilities, particularly in the realm of e-commerce. This article explores how Google\u2019s AI advancements have revolutionized product mapping and search, offering users a more intuitive and efficient way to discover and purchase products.<|endoftext|> Computer Vision and Visual Search:  At the core of Google\u2019s AI-driven product mapping and search lies computer vision, a technology that enables machines to understand and analyze images and videos. Through sophisticated computer vision algorithms, Google can recognize objects, including various products, within images or videos. This capability has been leveraged to empower visual search, allowing users to upload images or enter keywords to find visually similar products across multiple online retailers. By employing AI in this manner, Google can match the visual attributes of products and deliver relevant search results to users.<|endoftext|> Structured Data Extraction:  Another critical application of AI in product mapping and search is the extraction of structured data from websites. Google\u2019s AI algorithms can crawl and analyze web pages, extracting essential information such as product descriptions, prices, and availability. This structured data is then indexed and utilized to power search results, making it easier for users to find specific products. By automating this process with AI, Google can provide up-to-date and accurate product information, enhancing the overall search experience.<|endoftext|> Integration with Google Maps:  Google\u2019s AI advancements have not been limited to online search alone but have also extended to its mapping services. Through machine learning techniques, Google can extract valuable information from satellite imagery, street view data, and other sources to identify and map various points of interest, including businesses and retail locations. This integration of AI-driven mapping with product search allows users to find nearby stores, explore store layouts, and even locate specific products within a store. By leveraging AI in this manner, Google provides users with a comprehensive and convenient way to navigate the physical retail landscape.<|endoftext|> Personalized Recommendations and Shopping Assistance:  Google\u2019s AI capabilities extend beyond traditional search and mapping functionalities. By analyzing user behavior and preferences, Google can offer personalized product recommendations, tailored to individual interests and needs. Through machine learning algorithms, Google learns from user interactions, purchase history, and online activity to suggest relevant products, making the shopping experience more personalized and engaging.<|endoftext|> Conclusion:  Google\u2019s AI advancements have transformed the landscape of product mapping and search, enabling users to navigate and discover products with unprecedented ease and accuracy. By harnessing the power of computer vision, extracting structured data, integrating with mapping services, and providing personalized recommendations, Google has created a seamless and intuitive search experience. As AI continues to advance, we can expect further innovations from Google, revolutionizing the way we discover and interact with products in the online and offline realms.<|endoftext|> \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Harnessing Efficiency and Performance with Microsoft Graph \nAuthor: ['Infosys Limited'] Harnessing Efficiency and Performance with Microsoft Graph  In the ever-evolving landscape of software development; efficiency and performance are key considerations. When working with Microsoft 365 services, developers can take advantage of the Graph Batch API. This powerful feature allows bundling multiple API requests into a single batch, significantly reducing network round trips and optimizing overall performance.<|endoftext|> The Graph Batch API is an integral part of Microsoft Graph, a unified API endpoint that provides access to various Microsoft 365 services. By leveraging the Batch API, developers can group multiple API requests into a single batch, resulting in improved efficiency and reduced latency. Rather than sending individual requests for each operation, the Batch API enables you to combine related operations into one request, minimizing network overhead.<|endoftext|> Benefits of the Graph Batch API: \u2013  Enhanced Performance:  Traditional single-item operations can introduce significant overhead due to network latency and the need for multiple round trips to the database. However, by batching multiple graph operations together, the Graph Batch API reduces these latencies and minimizes the number of requests sent to the database. This batching approach dramatically improves performance, enabling faster processing of large volumes of data and more efficient utilization of system resources.<|endoftext|> Reduced Network Overhead:  The Graph Batch API allows you to combine multiple graph operations into a single batch request, reducing the overall network overhead. Instead of sending individual requests for each operation, the Graph Batch API sends a single request with all the operations bundled together. This approach significantly reduces network traffic, especially when dealing with large datasets or distributed databases, leading to improved scalability and reduced infrastructure costs.<|endoftext|> Atomicity and Consistency:  Maintaining data integrity is vital when working with graph databases. The Graph Batch API provides atomicity and consistency guarantees for batch operations. Atomicity ensures that either all operations within a batch succeed, or none of them do. This property guarantees the integrity of your data, especially when performing multiple updates or modifications simultaneously. Consistency ensures that the graph database remains in a valid state throughout the execution of the batch operations.<|endoftext|> Transactional Integrity:  The Graph Batch API supports transactional operations, allowing you to execute a sequence of graph operations as a single transaction. This means that if any operation within the batch fails, the entire transaction will be rolled back, ensuring transactional integrity.<|endoftext|> Implementation of the Graph Batch API:-  Implementing the Graph Batch API involves constructing a batch request payload using the MIME multipart/mixed format. Each individual request is represented as a separate part within the batch request. You can include operations for different resources or services in a single batch. The batch request is sent to the /v1.0/$batch endpoint of the Microsoft Graph API.<|endoftext|> To make the implementation process easier, Microsoft provides comprehensive documentation and code samples that outline the necessary steps. Developers can refer to these resources to understand the structure and syntax of batch requests, as well as any limitations imposed by the API.<|endoftext|> Use Cases and Scenarios:-  The Graph Batch API proves invaluable in various scenarios. For instance, if an application needs to retrieve data from multiple Microsoft 365 services simultaneously, it can bundle these requests into a single batch, improving overall efficiency. Similarly, when updating multiple resources, such as creating or modifying files, folders, or emails, the Batch API ensures atomicity and consistency in the operations.<|endoftext|> In summary, the Graph Batch API is a powerful tool that empowers developers to optimize their interactions with Microsoft 365 services. By consolidating multiple operations into a single batch, developers can achieve improved efficiency, reduced latency, and enhanced performance. Embracing the Graph Batch API unlocks the potential for streamlined and effective integration with Microsoft Graph.<|endoftext|> \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Apple Vision Pro: The Future of Spatial Computing \nAuthor: ['Infosys Limited'] Apple Vision Pro: The Future of Spatial Computing  Introduction  Apple has always been a frontrunner when it comes to innovation in technology. Be it the first touch screen iPod or the first touch screen iPhone or the first of its kind line of Macbooks and iMacs with unmatched features or the design and fabrication of M1 processors to power its devices.<|endoftext|> Apple has lived up to expectations of all technologists this year too and launched its new innovative product Apple Vision Pro at WWDC 2023. It\u2019s the world\u2019s first wearable spatial computer that uses dual chip design; Apple\u2019s M1 and newly introduced, R1 chip. It also introduces fully three dimensional user interface controlled by natural and intuitive inputs like our hands, eyes and voice. User can navigate the apps using their eyes, they can select using the tap of their fingers and you can give commands to Siri using voice input. It has been called as \u201cBeginning of new era for computing\u201d by Tim Cook, Apple\u2019s CEO.<|endoftext|> Vision Pro  Vision Pro is also the Apple first 3D camera. It uses separate ultra-high-resolution displays for both eyes having a combined resolution of 23 million pixels along with 12 cameras, 5 sensors and 6 microphones, all inside the headset. The display lens can also be customised with the power lenses for uses that wear spectacles. All these, coupled with spatial audio, provide an incredible immersive and engaging experience to the user. It can scale movies to provide a movie theatre experience or can be connected to a game controller to play favourite games on massive screen with incredible spatial audio.<|endoftext|> EyeSight  Apple has also ensured that the user is not isolated from the outside world. The apps are displayed to user in the physical world. When someone is in the room, the eyes are visible to other users and apple calls this feature, EyeSight. Panoramas wrap around the user as if the user is at that very place.<|endoftext|> Persona  Vision Pro can be connected to Mac just by looking at it, thereby converting a 13-inch screen to massive one. Apple FaceTime calls can be initiated, and it feels that the other person is in front of the user in life size. User\u2019s \u201cPersona\u201d is created by Vision Pro during setup and that is what others see with all your expressions during a video call.<|endoftext|> Optic ID  Privacy and user data security is always Apple\u2019s priority. Vision Pro brings in all new privacy and security feature known as \u201cOptic ID\u201d. It is a secure system that uses the uniqueness of iris for authentication of user, or unlocking and singing into the device. Optic ID data is fully encrypted and stored locally.<|endoftext|> visionOS and visionOS SDK  Apple has also launched \u201cthe first ever Operating System for Spatial Computing\u201d and its called visionOS. It offers spatial building blocks like Windows, Volumes and Spaces to embed 3D content. Its all new platform with familiar tools and can be used to build apps and games for Vision Pro. visionOS makes use of SwiftUI, RealityKit, ARKit and accessibility to provide immense User Experience. Siri is also accessible in visionOS while wearing the headset.<|endoftext|> visionOS SDK along with updated XCode and visionOS simulator, Reality Composer Pro and sample codes is expected to be available by end of June 2023.<|endoftext|> Conclusion  Vision Pro is definitely something the we have imagined in our future and now made available to us in present by Apple. We have seen similar things in sci-fi movies and dreamt of the world using it. The technology is new and niche. With Apple also announcing a partnership with Disney to offer new experiences for Vision Pro and enhanced ways to watch shows on Disney+, it will definitely find its early buyers. Vision Pro will be available for sale sometime early next year.<|endoftext|> \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Enhance User Productivity and Improve Adoption of Oracle Content Management \nAuthor: ['Infosys Limited'] Enhance User Productivity and Improve Adoption of Oracle Content Management  Businesses around the world prefer to manage the content for their usage centrally. This content could be related to different functions/processes such as sales, marketing, policies, training etc. Once this content is available in a single repository, web sites are generally developed for the end users to access this content.<|endoftext|> Key challenge is the ease of access to this content whenever user needs it, wherever user needs it. Apart from the websites, what if channels like intelligent chatbot is available for end users to search, fetch and access the content. Can this chatbot be seamlessly integrated with the commonly used tools like Microsoft teams or Slack.?  Oracle to the rescue  Oracle is the worldwide leader in providing SaaS and PaaS based solutions which spread across Customer Experience, ERP, HCM and more. Apart from these key solutions, Oracle also provides peripheral cloud services for Content Management and Conversational AI (chatbots) as well.<|endoftext|> Oracle Content Management provides capability to create, publish and manage various types of content (documents, videos, images etc.).<|endoftext|> Oracle Digital Assistant provides an AI platform to create conversational experiences for business applications through chat and voice interfaces.<|endoftext|> Let\u2019s have a look at how these two cloud services can work in tandem to provide seamless experience to access the content easily and quickly.<|endoftext|> Oracle Content Management (OCM)  Oracle Content Management is a cloud-based content hub. It is a PaaS service provided by Oracle Cloud Infrastructure (OCI). It offers powerful collaboration capabilities to streamline the creation and delivery of content and improve employee engagement.<|endoftext|> Organizations can create a repository of content which can be consumed by various users. This content can be published to different channels like websites, mobile, chat etc.<|endoftext|> Key Solution Components are:  Repository : Repository is a logical storage location for all the assets. It is an entity which manages all the files/folders in a structured order.<|endoftext|> : Repository is a logical storage location for all the assets. It is an entity which manages all the files/folders in a structured order. Asset : An asset can be a content item that represents an individual piece of content, such as product literature, compliance documents, a blog post, case study, or a digital asset that represents an image, video, or other type of media.<|endoftext|> : An asset can be a content item that represents an individual piece of content, such as product literature, compliance documents, a blog post, case study, or a digital asset that represents an image, video, or other type of media. Taxonomy : A taxonomy is a hierarchy of categories to allow asset categorizations and help users find assets. It represents how content across organization is defined and classified. For example, define taxonomies for products, branches, compliance type, roles or any other hierarchy of subject categories that is relevant for your organization.<|endoftext|> : A taxonomy is a hierarchy of categories to allow asset categorizations and help users find assets. It represents how content across organization is defined and classified. For example, define taxonomies for products, branches, compliance type, roles or any other hierarchy of subject categories that is relevant for your organization. Integration: Oracle Content Management provides REST APIs for content delivery. These APIs can be used by consuming systems, for example chatbots to search, fetch and display the content.<|endoftext|> Oracle Digital Assistant (ODA)  Oracle Digital Assistant enables development of chatbots which understands natural language and can be interacted through voice or text. ODA powered by Natural Language Processing (NLP) can understand the user query and respond appropriately as per the skills it is trained for. ODA has API based integration capabilities which can fetch information from various sources.<|endoftext|> Natural Language Processing : Allows creation of skills to cater to the user\u2019s inputs and commands. The Digital Assistant takes care of the processing using inbuilt algorithms to understand the inputs.<|endoftext|> : Allows creation of skills to cater to the user\u2019s inputs and commands. The Digital Assistant takes care of the processing using inbuilt algorithms to understand the inputs. Conversational flow and context : The context of the chat is maintained and based on the user input, the appropriate flow is invoked.<|endoftext|> : The context of the chat is maintained and based on the user input, the appropriate flow is invoked. Enterprise Integration : Custom components can be created to integrate with multiple applications using APIs to fetch data and send data to the users.<|endoftext|> : Custom components can be created to integrate with multiple applications using APIs to fetch data and send data to the users. Multi-Channel Support: Digital Assistant can be integrated with various channels, such as website, MS Teams which can carry the conversations back and forth from users on various messaging platforms to the digital assistant and its various skill bots.<|endoftext|> Functional Flow  Oracle Digital Assistant integrated with Oracle Content Management can provide seamless access to content stored in Cloud.<|endoftext|> The following example flow suggests searching and accessing various documents by different means.<|endoftext|> User can search documents by Categories.<|endoftext|> User can search documents by Name.<|endoftext|> User can search documents by Metadata (Content/\nAuthor)  Search by Categories  The user has an option to search by category hierarchy by choosing the category and then the Subcategory. System displays all documents under the Subcategory hierarchy as hyperlink which user can click and download.<|endoftext|> Search by Document Name  The user has an option to search the document using document name. The system searches the documents in the entire repository based on the document name and shows the documents as hyperlinks which user can click and download.<|endoftext|> Search by Document Metadata (Content/\nAuthor)  The user has an option to search the document using document metadata. The system searches the documents in the entire repository-based document content, document author and other metadata and shows the documents as hyperlinks which user can click and download.<|endoftext|> Architecture  The following diagram depicts the typical ODA architecture.<|endoftext|> In this solution, ODA integrates with OCM to read metadata of the documents based on user inputs.<|endoftext|> A skill is created in ODA with different intents such as \u201cList All Categories\u201d, \u201cSearch Document By Content\u201d and \u201cSearch Document by Name\u201d for each of the options that user can choose. Based on the user selection the respective dialog flow is executed.<|endoftext|> System components built in node.js has the logic to integrate with OCM to retrieve data based on user inputs which is used by ODA to display as results.<|endoftext|> ODA has inbuilt capabilities for authentication using OAuth which is setup to enable authentication for APIs of external systems.<|endoftext|> OCM has built in Content Delivery APIs which are used to search documents, retrieve metadata of document to generate clickable URLs for document download.<|endoftext|> Below are the APIs which are used for this integration.<|endoftext|> Get Taxonomy:  https://<<OCM_Host>>/content/published/api/v1.1/taxonomies?channelToken=<<channelToken>>&expand=children  Get Categories:  https://<<OCM_Host>>/content/published/api/v1.1/taxonomies/<<TaxonomyId>>/categories?channelToken=<<channelToken>>  Get Documents (By name, by metadata):  https://<<OCM_Host>>/content/published/api/v1.1/items?channelToken=<<channelToken>>  This skill can be used in different channels such as MS Teams, Intranet, Slack for use by end users. This skill can also be integrated with any other ODA based chatbot such as Oracle CX Sales in MS Teams which will provide a single window for end users for all conversations related to CRM.<|endoftext|> Benefits  Integration of OCM with ODA provides the following benefits:  \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Part 3 : DevOps practices for a better ERM \nAuthor: ['Infosys Limited'] Part 3 : DevOps practices for a better ERM  In the previous blog series, we covered the basic understanding of ERM and how it gets integrated with other ITIL processes in an enterprise.<|endoftext|> While we know that release management is an integral part of DevOps, in this blog we will see how other DevOps practices help achieve a better ERM.<|endoftext|> Release Management is about how releases are planned, scheduled, and managed throughout the software development lifecycle, and this remains true in the DevOps scenario too. In fact, the need for frequent releases, and speed-to-market without any compromise on quality and security, demands moving beyond traditional release management.<|endoftext|> Let us look at some of the DevOps practices and how they help us strengthen the software releases.<|endoftext|> Branching and merging strategy:  When teams look at faster deployment or working on parallel releases, implementing the right branching strategy would be the key. The branching strategy will not only focus on facilitating the development process but will also define how each feature, enhancement, or bug fix is released to production in a controlled manner. The right branching strategy, coupled with appropriate CICD automation and controls, helps in parallel development, optimizes development workflow, and facilitates a structured and faster release.<|endoftext|> CICD Automation:  CICD automation helps orchestrate the entire build, test, and deploy cycle. This ensures that any code change is quickly and efficiently integrated with minimal manual intervention to reduce the delivery time. CICD automation also ensures that quality and security checks are typically done towards the product release timeframe and are built early into the system for faster feedback, thereby ensuring smoother releases. A few CICD orchestration tools also assist in building approvals into the pipeline, ensuring that wait for time and follow-ups surrounding manual approval throughout the lifecycle stages are minimized or eliminated entirely, hence speeding the release process.<|endoftext|> Quality:  With continuous validation practices, software testing is done in an integrated and collaborative approach. Before it can be released, the application software must pass several functional and non-functional testing steps. The key to ensuring software quality is to design the test strategy, create test plans, standardize the test environments, automate as many test cases as feasible, and lastly integrate into the CICD pipeline for automated execution and automated inspections. Furthermore, quality gates ensure validating coding standards, code coverage, and successful completion of various types of tests when implemented into the pipeline. This iterative testing till the release ensures that quality is embedded into the system and that any audit/compliance requirements for the release are met in an automated manner much earlier in the lifecycle.<|endoftext|> Security:  Security is one of the most significant components of the release management validation process. DevSecOps assists in integrating security checks into the development and testing stages, resulting in the early discovery of security concerns (shift left) to help avoid code change later. There are various stages in ensuring the security of the application. Software Composition Analysis (SCA) helps identify open-source software vulnerabilities, license compliance, and maintainability issues. Static Application Security Testing (SAST) helps in detecting vulnerabilities in the source code. Both SAST and SCA can be integrated into the CI pipeline in the development stage. DAST (Dynamic Application Security Testing) on the other hand helps in detecting run-time vulnerabilities in the application and can be integrated into the CD pipeline.<|endoftext|> Infrastructure provisioning:  The readiness and availability of various consistent and scalable environments for executing different stages are key to the validation of the application software to be released. DevOps practices around the integration of configuration management, infra-as-code, dynamic environments, container environments, etc. help teams build consistent environments as and when needed without any manual intervention. In addition to cost optimization, these practices help reduce complexity and human errors, build release confidence, achieve scalable infra and consistent infra and at a faster speed.<|endoftext|> Auditing and Traceability:  The release management process necessitates auditing and traceability of requirements throughout its lifecycle. DevOps pipelines should build these auditing and logging so that the real-time status of the application across environments and lifecycle execution stages is available. Further, such audits and logs can make the compliance checks during the release process much smoother.<|endoftext|> Deployment automation and strategy:  Continuous deployment automates the practice of deploying software to production quickly and efficiently. Deployment automation ensures that deployments are fast, consistent, and repeatable across the environments. This also helps achieve managed access control and traceability, which is an important compliance requirement for a successful release.<|endoftext|> There are different deployment strategies available, and teams can choose the best one, based on the impact of changes to the system and the end-users. Some of the popular deployment strategies are blue-green, canary, rolling, recreate, etc. Every deployment strategy requires teams to also work on corresponding rollback strategies so that in case of release failures, the system can be brought to its previous working state most shortly and efficiently.<|endoftext|> Monitoring and closed feedback:  The release process doesn\u2019t stop at deploying application software to production. Monitoring and tracking the performance of the release, identifying issues, and generating action items for application teams to react to are critical to the release process. DevOps helps build monitoring throughout the software lifecycle and integrates with ALM tools to generate user stories for actionable items.<|endoftext|> In the next series in this blog, we will look at tools that help orchestrate the entire release management process.<|endoftext|> \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Summary on Apple WWDC-2023 \nAuthor: ['Infosys Limited'] Summary on Apple WWDC-2023  Apple Vision Pro  The long-rumored mixed reality headset, Apple Vision Pro, was presented at Worldwide Developers Conference (WWDC). With the use of this spatial computer, users may interact with both digital information and the real environment while maintaining social connections.<|endoftext|> iOS 17  Apple drops support for the iPhone 8 and X with iOS 17. These are the five features in new iOS:  1. Transcript of a live voicemail  2. Better autocorrection  3. Contact posters  4. Simpler Namedrop and Airdrop  5. Standby mode  6. Journal App  iPad OS 17  Widgets, redesigned Lock Screens, and Live Activities on Lock Screen\u2014track deliveries, scores, and numerous timers\u2014are all included. The iPad is getting a health app.<|endoftext|> macOS Sonoma  Sonoma imagery for desktops, screensavers. Widgets can be placed on desktop.<|endoftext|> tvOS17  tvOS 17 redesigned Control Center. Siri Remote. FaceTime on Apple TV, it works with iPhone as the camera/mic. Continuity Camera API for tvOS.<|endoftext|> watchOS 10  There have been \u201ccomprehensive redesigns\u201d made to WatchOS 10. Show widgets, a redesigned trophy case, new watch faces for Snoopy and Woodstock, the Activity app with corner icons, and the World Clock with customizable background colours by using the digital crown.<|endoftext|> 15-inch MacBook Air  The new MacBook Air has a 15.3-inch Liquid Retina display. It has a brightness of more than 500 nits and can display up to 1 billion colours, making it the largest MacBook Air to date. It should be incredibly enjoyable for users to use.<|endoftext|> New Mac Pro  With the release of the new Mac Pro, Apple completed its move to Apple silicon and unveiled the new M2 Ultra CPU. Similar to the M1 Ultra, it is a big chip that requires a lot of cooling.<|endoftext|> Additional updates  \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Is MACH architecture right for your business? Key considerations to keep in mind \nAuthor: ['Infosys Limited'] Is MACH architecture right for your business? Key considerations to keep in mind  In today\u2019s digital landscape, businesses must respond quickly to new opportunities, market demands, and customer requirements. None of this is feasible without software systems that are modular, easy to modify, and can integrate with a wide range of technologies and platforms.<|endoftext|> The MACH architecture provides the perfect solution by offering much needed flexibility by separating disparate business functions into independent functional services. According to the Infosys Digital Commerce Radar 2023 report, MACH can cope with the continuously evolving technology and customer needs. As a result, businesses can develop software solutions that can be easily extended without the risk of destabilizing the entire system. Moreover, MACH allows for creating specialized services that can dynamically connect, enabling businesses to scale their systems. Blogs 1 and 2 dealt with an overview of the architecture and its primary advantages.<|endoftext|> Enterprises may find MACH architecture promising, but hurdles still exist. As discussed in our earlier blog, implementing a MACH architecture demands considerable time, resources and expertise depending on the business needs. It\u2019s certainly not about adopting it because it is a flexible and evolved architecture system with a surplus of benefits. Yes, headless and composable architecture sounds exciting, but does your organization need it?  In essence, enterprises should consider several technical and business implications before adopting MACH architecture.<|endoftext|> Here are three questions that enterprises must find answers to help make the critical decision. Answering these questions should clearly indicate the path ahead with MACH.<|endoftext|> 1. Does your business require a shift to composable architecture?  First, enterprises must be confident about the triggers for a move to MACH architecture. Remember that while MACH architecture is well-suited for distributed computing and promises business agility, innovation and flexibility, it leads to a much more complex landscape as it integrates with diverse solution components. For example, MACH architecture may be overkill if an organization develops a software system that entails less flexibility or scalability in business capabilities. In this case, MACH architecture may instead unnecessarily increase development complexity and costs, and the organization must assess the RoI of MACH architecture to get an accurate picture. The company may be better placed to stick with traditional architecture. It\u2019s a tradeoff between getting the best-of-breed components versus investing significant resources and money.<|endoftext|> 2. Will the shift to MACH align with the business vision?  Enterprises must assess if the aspired technology landscape with MACH will help them grow revenues. In addition, they must determine if the investment in MACH yields suitable RoI for their business. It\u2019s a given that MACH will usher in more capabilities and flexibility to cater to specific business needs. But enterprises must check if their business context necessitates these superior, flexible capabilities and a high cost. It\u2019s a matter of deciding to start on a clean slate and build a system in a highly composable manner or selecting packaged business capabilities that offer limited flexibility. Depending on its plans and prospects, the business may well decide that a monolith is adequate for its purpose. On the other hand, it could opt for a MACH solution if it anticipates more growth in the future, as MACH is a future-proof approach. It all depends on what the business situation warrants.<|endoftext|> 3. Can your IT team handle the complexities of a MACH architecture?  Developing and maintaining a MACH system requires a high degree of technical expertise. Suppose an organization lacks the expertise or resources to work with MACH architecture. In that case, the absence of technical governance to direct the strategic technical vision implies that MACH is not the right path for them. In addition, the issue gets more complicated for those without a significant internal IT team as MACH solutions imply dealing with multiple vendors, and there is no single point of contact like in monolithic systems. So, an enterprise must carefully assess its performance and satisfaction with its existing monolithic systems. Because moving away from the status quo comes at a cost that must make business sense and is worth pursuing. Plus, as many solutions come together in the case of MACH architecture, it requires an IT leader with a solid understanding of the technology vision and the ability to execute in complete alignment with the business vision. This means investment in technical governance to guide them in the proper direction. Clearly, those enterprises with a limited IT setup must deliberate before switching to MACH solutions that demand a more sophisticated and mature structure.<|endoftext|> Conclusion: Weighing the Pros and Cons of MACH Architecture  In conclusion, the MACH architecture offers businesses critical flexibility, agility, and scalability, but it is not a one-size-fits-all solution. Enterprises must carefully evaluate their technical and business needs and weigh the benefits of adopting MACH against the costs and tradeoffs involved. By answering the three questions discussed here, enterprises can make an informed decision on whether to adopt the MACH architecture and chart a path that best aligns with their business goals and objectives.<|endoftext|> \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Saying goodbye to large monolithic systems in favor of MACH \nAuthor: ['Infosys Limited'] Saying goodbye to large monolithic systems in favor of MACH  In a business environment rapidly turning to digital technology to survive and thrive, the underlying technology infrastructure that powers the enterprise must be tuned to respond accordingly. Scalability, speed, agility, resilience and flexibility are terms that we hear a lot today. At the same time, the emphasis on providing personalized customer experiences while boosting productivity of resources and revenues remains high. Enterprises are thus primed for progress but held back by monolithic systems.<|endoftext|> Monolithic systems tend to be less flexible, agile, reliable and resilient \u2013 clearly, unsuited for the dynamic changes that are so characteristic of these times. However, most companies still run their businesses on monolith legacy systems. Companies realize that is not the most conducive background to support digital transformation, enhance customer experiences, drive business growth, and seek alternatives.<|endoftext|> That\u2019s where MACH architecture, Microservices based, API-first, Cloud-native SaaS and Headless can play a major role. MACH architecture enables organizations to build modern, customer experience focused, cloud-native, and scalable systems that can support digital transformation initiatives at a fast clip. The four pillars that comprise MACH architecture make it so powerful \u2013  API Centricity \u2013 APIs are designed and developed before any user interface or other system components are built.<|endoftext|> Cloud native \u2013 SaaS solutions make scaling and automatically updating the components easier. In addition, it is possible to establish multi-tenant SaaS that is provisioned on demand, self-serviced and consumed as a service.<|endoftext|> Microservice based architecture \u2013 individual pieces of business functionality that are independently developed, deployed and managed.<|endoftext|> Headless \u2013 the front end is completely decoupled from the backend and can be changed independently without disturbing the backend.<|endoftext|> Thanks to its composable nature, MACH\u2019s distinct advantage is that it offers flexibility to business users to replace solution components in their system landscape in a plug-and-play manner, enabling them to quickly cater to ever evolving business needs. Such a fast response is almost unimaginable with a monolith. Moreover, monolithic systems imply vendor lock-ins, further restricting flexibility.<|endoftext|> Consider a typical commerce platform with multiple capabilities, such as a digital experience platform, order management system, payment, vouchers and promotions. Monolithic systems are typically single vendor platforms. All capabilities are built as an extension of this platform\u2019s base capabilities, limiting an enterprise\u2019s choice to what only the vendor offers. However, with a MACH based approach, enterprises can build next generation platforms with components from multiple vendors, each of which can be independently replaced if they are not able to keep pace with evolving business demands. So, suddenly, the system becomes much more flexible as each component is decoupled. Each component can be selected based on business demand and its capabilities. For instance, a commerce platform can integrate with an external search engine because it\u2019s API based and switch to another easily because it offers superior outcomes.<|endoftext|> Another huge appeal of MACH architecture is that all components are SaaS based or cloud native. As a result, MACH architecture will reduce the infrastructure footprint that the enterprise needs to manage. They now have the bandwidth to build business capabilities instead of focusing on hosting needs.<|endoftext|> MACH architecture offers several advantages over monolithic architecture. MACH is a more flexible and scalable architecture that enables faster and more frequent deployments, reduces dependency on a single technology stack, allows for greater agility in responding to changing business needs, and promotes better overall system resilience. We discuss the many advantages that MACH architecture offers in the next blog in this three-part series.<|endoftext|> It appears that enterprises must quickly shift to MACH platforms. MACH Alliance research showed that four-fifths of their respondents strongly intended to increase MACH elements in their architecture in the future as they believe that will help them get ahead of the competition[1]. In addition, almost half the respondents desired completely composable platforms, while over 50% wanted completely cloud driven platforms.<|endoftext|> According to the Infosys Digital Commerce Radar 2023 study, companies seem to be adopting MACH platforms.<|endoftext|> Figure 1 Implementation status of different platform design architectures  While all three types of architecture exist today, the trend is to move towards flexible and technologically advanced options.<|endoftext|> However, implementing a MACH architecture can consume significant time, resources and expertise based on the business needs. Moreover, the complexity will increase with a distributed systems layout. Therefore, the decision to shift from a monolithic architecture to MACH should involve a careful evaluation of the organization\u2019s goals, needs, and resources and a thorough assessment of the technical feasibility and costs of the transition. If the evaluation gives the go-ahead for a shift to MACH, then it\u2019s worth the investment.<|endoftext|> At Infosys, we are keenly aware of the intricacies of making this decision. That\u2019s why the third blog in this three-part series will focus on the key considerations for companies before taking the MACH road.<|endoftext|> [1] Global 2022 Research Shows MACH Adoption Is High On The Agenda for Tech Leaders (machalliance.org)  \n\n\n***\n\n\n  "}
+{"text": "Infosys Blog  \nTitle: Top 5 benefits of MACH \nAuthor: ['Infosys Limited'] Top 5 benefits of MACH  MACH architecture (Microservices-based, API-first, Cloud-native, and Headless) is a popular approach to building modern, flexible, and scalable applications. In this blog, we discuss its top five benefits and how it can help businesses achieve their goals.<|endoftext|> 1. Flexibility: The modular or composable nature of the architecture allows flexibility in choosing the best technology stack for each service, rather than being limited to a single technology stack like in a monolithic architecture. Moreover, it is designed to plug and play, making it easy for business users to access the best-fit solution and enhance performance. In addition, its independent nature allows enterprises to experiment with new technologies without fearing disrupting other application parts and easily add new features or services to their applications while ensuring high performance and availability. As a result, MACH future-proofs business solutions by helping them match their business capabilities to ever evolving needs.<|endoftext|> 2. Scalability: Given the design of this architecture, each component can be scaled independently, providing enterprises the ability to scale only what is necessary. As a result, resources can be allocated more efficiently, and developers can focus on improving the performance of specific services rather than the entire application. In contrast, scaling a monolithic architecture is challenging as all application components are tightly coupled. So, scaling any component implies scaling the entire application, amplifying costs and effort. Furthermore, scaling the entire application can result in over-provisioning resources, which can also be wasteful.<|endoftext|> 3. Faster time-to-market: Because MACH is modular, organizations can achieve faster time-to-market, as each service can be developed, tested, and deployed independently. Additionally, because each microservice is smaller and more focused, it is easier for developers to understand and modify the code, which reduces development time. This is a big departure from how traditional monolithic architecture handled changes \u2013 where change was time-consuming and laborious due to the big, single block of software.<|endoftext|> 4. Richer and personalized experience: MACH\u2019s headless approach enables a more consistent and personalized user experience across channels. So custom user interfaces optimized for specific devices or platforms can emerge, resulting in a more tailored and enriched experience for the end user. Additionally, headless architecture allows for easier customization of the user interface, resulting in a more personalized experience for the end user.<|endoftext|> 5. Lower TCO: The microservices-based approach enables cost savings through reduced infrastructure overhead, efficient resource utilization, faster development and deployment and lower maintenance costs. These benefits make MACH architecture an attractive option for organizations looking to reduce costs while improving application performance and scalability.<|endoftext|> \n\n\n***\n\n\n  "}
 {"text": "# Infosys POV \nTitle: Data Imperatives in IT MA&D in Life Sciences Industry \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 10  \n\n---\n\n An Infosys Consulting Perspective Consulting@Infosys.com | InfosysConsultingInsights.com DATA IMPERATIVES  IN IT MA&D IN LIFE  SCIENCES INDUSTRY \n\n---\n\n  Page: 2 / 10  \n\n---\n\n 2 FOREWORD Larger macroeconomic headwinds (first the pandemic, then rising interest rates and now recessionary fears) are pushing organizations to resort to mergers, acquisitions, and divestitures (MA&D) as a strategic lever to achieve higher market share, acquire new capabilities, or/and refocus strategy on core business to improve financial performance. The average annual global MA&D value was approximately $3.6 trillion in 2011-20 cycle and increased to $5.9 trillion in 2021, highlighting the growing importance of MA&D in meeting future business needs. The life sciences industry is increasingly looking at MA&Ds to acquire new specialty / generic drug line (and related market pipeline) in pharmaceuticals, specialized capabilities in diagnostics and digital health sector, niche research and development capabilities for effective drug discovery around \u201cspecialty drugs\u201d and patented IP data around experimental drugs.<|endoftext|>There is growing emphasis on antitrust regulations, regulatory reporting, disclosure requirements, and overall deal approval processes. Compliance with these directly relates to the way entity data is managed (before and after MA&D transaction). Multiple data types including financial, operational, people, supplier, and customer data come into remit. This requires organizations to carefully design and execute their data strategy. There are multiple examples from the industry which showcase that despite growing importance of data strategy in MA&D transactions, just 24% of organizations included CIOs in pre-merger planning4. Abbott Laboratories\u2019 acquisition of Alere got delayed due to regulatory concerns on market concentration1 and anti-competition2. Pfizer and Allergan terminated their planned merger due to the change in treasury rules that made tax benefits less attractive3 and many more.<|endoftext|>Data strategy design and execution start with definition of business metrics and alignment on value measurement approach. After metrics are defined and accepted, linkage to source systems, standardization of data element definitions and management of meta-data along with master data ownerships are key to accurately measuring and interpreting these metrics. Data qualification, especially in regulated industries, is critical to understand and managing qualified data (GxP) and related platforms & applications involved. Finally, a performance oriented and scalable data integration methodology followed by an overarching process and governance mechanism is necessary for ensuring ongoing quality and compliance.<|endoftext|>A poorly designed data strategy and execution often leads to ambiguous understanding of key metrics and underlying data elements, incongruent data standards and unclear ownerships - resulting in faulty data integration, inaccurate transaction records, and ultimately unreliable insights and legal complications. An effective way to overcome these pitfalls is to define a robust data design and execution strategy covering key elements addressing distinctive needs of the life sciences industry.<|endoftext|>Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 3 / 10  \n\n---\n\n Mergers, acquisitions, and divestitures (MA&D) are strategic channels for growth. Multiple benefits can be achieved through an effective MA&D transaction, including exponential growth, entry to newmarkets, optimized cost savings, and improved competitiveness.<|endoftext|>The life sciences industry has been experiencing rapid growth and transformation in recent years, fueled by innovations in R&D, regulatory changes, and technological advancements in provider and payer domains. MA&D transactions have become a vital strategic tool for organizations to expand their portfolios, access new markets and improve their competitive positions. Given the complex nature of MA&D transactions, it requires comprehensive due diligence and planning before, during, and after the transaction. Data, being the fundamental building block of any organization, is a critical factor in this due diligence and planning. It is also one of the commonly overlooked factors. In this article, we highlight key elements of data strategy and design within a MA&D transaction and typical pitfalls along with ways to overcome them.<|endoftext|>MA&D transactions in the life sciences industry are increasingly subject to higher scrutiny from regulatory bodies to ensure greater transparencies and better shareholder and consumer protection. There are three key regulation types which are in place: 1. Greater financial and operationaltransparencies: A. India - Foreign Exchange Management Act (FEMA), SEBI Laws B. USA \u2013 Securities Act, Securities Exchange Act C. Europe \u2013 European Union Merger Law 2. Better intellectual property protection: Patents, trademarks, copyrights, trade secrets, designs, data protection.<|endoftext|>3. Higher fair play and consumer protection: A. India \u2013 Competition Act B. USA \u2013 Federal Antitrust Laws C. Europe \u2013 Competition Law According to an analyst report, the average MA&D failure rate is ~70%4. A key reason for this high failure rate is difficulty in integrating the two entities,5 especially w.r.t culture, operational ways of working, revenue recognition and performance incentives. All these aspects are directly impacted by the way data is designed and managed. Despite the importance, just 24% of organizations included CIOs in pre-merger planning3. Effective data management is key to adhering to these regulatory requirements and ensuring that data is properly collected, analyzed, and reported throughout the transaction process.<|endoftext|>Introduction 3 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 4 / 10  \n\n---\n\n MA&Ds are fundamentally complex transactions that impact business entities, systems, processes, and data of the organizations involved. There are eight elements which underpin data strategy and execution.<|endoftext|>Fig 1 \u2013 Key elements of data strategy within a MA&D transaction.  1. Business metrics and measurement: Defining metrics to evaluate the performance of the target entity is critical. It is important that all entities involved in the transaction clearly define and agree upon the metrics which define success; noteworthy metrics in the life sciences industry include clinical trial outcomes, regulatory approval timelines, molecule discovery rates, drug pipeline progress and GxP compliance metrics. These metrics articulate objectives and key results of the target entity. Agreement on accurate metrics and their measurement logic improves operational and financial transparencies, thereby promoting adoption of the integration / divestiture decision.<|endoftext|>2. Data policies and standards: It is essential to establish a common set of data standards and policies to maintain data assets in the target environment. This involves defining standard data formats, structures, and rules for data management and establishing governance policies to ensure security, privacy, compliance, and protection of data. In a merger or a divestiture scenario, data policies for resulting entities are driven by target business needs and operational requirements.<|endoftext|>Key elements of data strategy and execution 4 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 5 / 10  \n\n---\n\n 3. Metadata management: Metadata helps to classify, manage, and interpret master data.<|endoftext|>Managing metadata is essential in ensuring standardization of data elements across systems e.g., customer ID, distribution channel codes, clinical trial identifiers, drug classification codes, etc.<|endoftext|>Effective metadata management promotes improved data consistency, better data quality, governance, compliance, and security. Like data policies and standards, metadata management standards are driven by target business needs and operational requirements.<|endoftext|>4. Master data management: Data ownership is crucial in MA&Ds because it determines necessary accountabilities and responsibilities towards maintaining the data assets.<|endoftext|>Defining master data ownership during the pre/post-close phases is critical in ensuring smooth transition to integrated operations6. All parties involved must align on a clear ownership on gaining access, maintaining, and governing the master data assets after the transaction. Establishing data stewardship roles and processes to maintain master data is essential to avoid pitfalls such as delays in integration, legal disputes, and potential regulatory penalties. In addition, clear data ownership contributes to better intellectual property protection in a MA&D transaction. This ownership also means managing data at a product level with a promise of a required level of data quality, making it easier for users to extract valuable insights and intelligence.<|endoftext|>5. Data lineage management: MA&D transactions create large data assets, which increasingly become interconnected, complex, and challenging to work with. Data lineage tracks flow of data from source to destination, noting any changes in its journey across different systems. This allows for tracing data origins, evaluating data accuracy and pinpointing potential risks, enabling risk management, thus elevating probability of success of MA&D transactions.<|endoftext|>6. Data qualification: A crucial element for consideration is qualification of data into GxP and non-GxP. GxP data is subject to stringent regulations, while non-GxP data has fewer regulatory constraints. Proper data qualification enables organizations to manage GxP data in compliance with regulatory guidelines and handle non-GxP data as appropriate for its intended use. This helps in adoption of efficient data management processes especially from an extract, transform and load perspective. It also emphasizes relevance of systems that will hold the regulatory data thus ensuring required controls in place when interacting with such systems.<|endoftext|>5 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 6 / 10  \n\n---\n\n 7. Data integration: Effective integration of data across systems such as clinical trial databases, product development pipelines, and sales and marketing platforms into a single, unified environment is critical for the new entity to make effective decisions. Integration of data requires consistent understanding of data and minimization of data redundancies. This helps the new entity gain better and more accurate understanding of its business and operational data, thereby expediting envisioned synergy realization. It also increases operational efficiency by streamlining internal processes, reducing duplication of effort, thereby improving risk profile. Effective data integration is essential for achieving information protection and transparency in a MA&D transaction.<|endoftext|>8. Data governance: Data governance is a crucial element for managing \u201cdata at rest\u201d and \u201cdata in motion\u201d. Robust data governance establishes policies, processes and controls to manage data throughout the life cycle. An effective data governance framework ensures both \u201cdata in motion\u201d and \u201cdata at rest\u201d are adequately protected while tracking data health in a near real time manner, thereby fostering trust with regulators, customers, and partners.<|endoftext|>Common pitfalls in a MA&D and ways to overcome them Data design and execution to support an integration / divestiture transaction is often complicated and stressful. However, with the right interventions, organizations can navigate around these complications. A non-effective data strategy can have far-reaching consequences, such as reduced financial and operational transparency, compromised intellectual property protection, decreased fair play among entities involved and weakened consumer protection. We have identified sixcommon pitfalls and their impact.<|endoftext|>Fig 2 \u2013 Critical elements of pitfalls in a MA&D transaction 6 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 7 / 10  \n\n---\n\n 1. Data ownership: One of the most common pitfalls in MA&D transactions is limited clarity around ownership of data assets in target state. The issue is particularly pronounced when organizations involved have multiple focus areas with data stored in a single system but without proper segregation and ownership. For example, an organization may have three focus areas such as BioSimilars, BioPharma and Med Devices. Data on these focus areas may be stored in one system but not segregated based on focus areas. MA&D in any one of these areas will impose a significant challenge in terms of data segregation dependency identification. Ambiguities regarding data asset ownership often leads to intellectual property disputes, faulty data integration, and challenges extracting data specific to a new entity. To avoid such confusion, it is essential to establish data ownership early in the transaction and assign data stewards to manage data in rest as well in motion.<|endoftext|>2. Business metrics: Organizations involved in a MA&D transaction may prioritize select GxP and non-GxP metrics based on their distinctive strategic objectives and market priorities. For example, in a MA&D involving a generic and a specialty drug maker, the generic drug maker might emphasize GxP metrics such as manufacturing quality and regulatory submission timelines, as well as non-GxP metrics such as market share and cost efficiency. On the other hand, specialty drug makers might focus on GxP metrics such as clinical trial data quality and patient safety, and non-GxP metrics such as R&D pipeline growth and innovative therapy development. Given these diverse priorities, establishing common performance criteria for the new entity might be a challenge. Moreover, lack of uniformity in underlying logic for measuring the performance may further exacerbate the issue. Organizations must establish uniform metrics and underlying measurement criteria that is reflective of strategic priorities of the target entity.<|endoftext|>3. Data standards: Organizations also face roadblocks when they fail to establish common definitions for data elements. The resulting inconsistency in data standards increases the risk of inaccurate transaction records. Such inaccuracies can impair decision-making during critical stages of the MA&D and might even jeopardize the overall success of the transaction. Creating a unified data dictionary and standardizing data definitions across all entities involved is essential to mitigate such risks.<|endoftext|>4. Data lineage: A common pitfall is related to replication of source data elements across multiple source systems. Replication of data elements in multiple systems increases complexity of managing data and leads to additional synchronization overheads.<|endoftext|>Establishing standardized data lineage practices along with synchronized replication processes through automated tools is key to increasing data congruency.<|endoftext|>7 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 8 / 10  \n\n---\n\n 5. Data governance: Another common challenge encountered during MA&Ds arises from ineffective and inconsistent data governance processes. Inconsistent data governance processes decrease accuracy of inferences and insights which can be derived from datasets. A consistent data governance process ensures data protection and regulatory compliance.<|endoftext|>6. Knowledge management: Heavy reliance on individuals makes knowledge retention vulnerable to personnel changes. To overcome this challenge, organizations must develop a knowledge management capability that is not solely dependent on people but facilitated through a set of processes and tools. A robust knowledge management capability enables effective and efficient use of data during the transaction.<|endoftext|>7. A well-designed data strategy is complemented by an effective execution plan. By proactively identifying potential challenges and implementing mitigating solutions, organizations can effectively navigate through the complexities and maximize value realization from a MA&D transaction. Effective data strategy and execution can safeguard the success of the transaction and ensure that the resulting entity(s) operates efficiently and effectively.<|endoftext|>About the CIO advisory practice at Infosys Consulting Over the next 5 years CIOs will lead their organizations towards fundamentally new ways of doing business. The CIO Advisory practice at Infosys Consulting is helping organizations all over the world transform their operating model to succeed in the new normal \u2013 scaling up digitization and cloud transformation programs, optimizing costs, and accelerating value realization. Our solutions focus on the big-ticket value items on the C-suite agenda, providing a deep link between business and IT to help you lead with influence.<|endoftext|>8 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 9 / 10  \n\n---\n\n MEET THE AUTHORS Inder Neel Dua inder_dua@infosys.com Inder is a Partner with Infosys Consulting and leads the life sciences practice in India. He has enabled large scale programs in the areas of digital transformation, process re-engineering and managed services.<|endoftext|>Anurag Sehgal anurag.sehgal@infosys.com Anurag is an Associate Partner with Infosys Consulting and leads the CIO advisory practice in India. He has enabled large and medium scale clients to deliver sustainable results from multiple IT transformation initiatives.<|endoftext|>Ayan Saha ayan.saha@infosys.com Ayan is a Principal with the CIO advisory practice in Infosys Consulting. He has helped clients on business transformation initiatives focusing on IT M&A including operating model transformation.<|endoftext|>Manu A R manu.ramaswamy@infosys.com Manu is a Senior Consultant with CIO advisory practice in Infosys Consulting.<|endoftext|>He has assisted clients on technology transformation initiatives in the areas of IT M&A and cloud transformation.<|endoftext|>Sambit Choudhury sambit.choudhury@infosys.com Sambit is a Senior Consultant with the CIO advisory practice in Infosys Consulting. His primary focus areas include enterprise transformation with IT M&A as a lever. He has helped clients in areas of IT due diligence, integration, and divestitures.<|endoftext|>1 FTC Requires Abbott Laboratories to Divest Two Types of Point-Of-Care Medical Testing Devices as Condition of Acquiring Alere Inc.<|endoftext|>2 EU clears Abbott acquisition of Alere subject to divestments | Reuters 3 Pfizer formally abandons $160bn Allergan deal after US tax inversion clampdown | Pharmaceuticals industry | The Guardian 4 Why, and when, CIOs deserve a seat at the M&A negotiating table | CIO 4 The New M&A Playbook - Article - Faculty & Research - Harvard Business School (hbs.edu) 5 Don\u2019t Make This Common M&A Mistake (hbr.org) 6 6 ways to improve data management and interim operational reporting during an M&A transaction 9 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 10 / 10  \n\n---\n\n consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world\u2019s most recognizable brands  transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive  technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today\u2019s digital landscape to win market share and create shareholder value for lasting competitive  advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  \u00a9 2023 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is  accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the  proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights  mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be  reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed,  photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual  property rights holders under this document.    \n\n\n***\n\n\n  "}
 {"text": "# Infosys POV \nTitle: Energy Transition: Hydrogen for Net Zero \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 11  \n\n---\n\n An Infosys Consulting Perspective By Sundara Sambasivam & Shivank Saxena Consulting@Infosys.com | InfosysConsultingInsights.com Energy Transition Hydrogen for  Net Zero \n\n---\n\n  Page: 2 / 11  \n\n---\n\n Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 2 Energy transition: Hydrogen for Net Zero The pressure to reduce carbon emissions to achieve the target of net zero emissions by 2050  is ever-increasing. There is no silver bullet, no \u2018one-size-fits-all\u2019 solution to address this  challenge. At this point in time, there are many different energy sources with varying levels of  investment that are being explored and tested to enable our transition towards net zero.<|endoftext|>Hydrogen (H2) is one of the most abundant elements found in nature. For decarbonization of  the industry, it is considered a key component; opening new frontiers and complementing  existing solutions. This series of papers aims to share some interesting perspectives on this  sector, the associated challenges, and why it could play a significant role in the decarbonisation  agenda. Current limitations in tech, scaling challenges, and feasibility concerns are just some of  the reasons it has not yet been harnessed fully. However, hydrogen has significant potential to  manage this challenging journey towards net zero.<|endoftext|>\n\n---\n\n  Page: 3 / 11  \n\n---\n\n Types of Hydrogen Both the production source and process used define the hydrogen type. Below is a list of diverse hydrogen types produced today based on production method and source (The hydrogen colour chart, 2022).<|endoftext|>Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 3 \n\n---\n\n  Page: 4 / 11  \n\n---\n\n Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 4 MARKET OUTLOOK - Production & Economies  Production and demand outlook According to the 2021 Report of International Energy Agency on Hydrogen, only 0.49 Mt of  hydrogen was produced via electrolysis. Although this was only 0.5% of overall global  production, the outlook on green and blue hydrogen is promising. It has become an essential  element for any state policy on energy transition for net zero. By 2050, more than 80% of  production is estimated to be of green or blue hydrogen. Demand will primarily be driven by  power, transport, and industry where demand for green hydrogen has the potential to grow  200% by 2050.<|endoftext|>Figure 2: Global hydrogen production and demand outlook (Harnessing Green Hydrogen: Opportunities for Deep Decarbonization in India, 2022) \n\n---\n\n  Page: 5 / 11  \n\n---\n\n Economic outlook The current hydrogen production costs from different methods are listed in Figure 3 (Hydrogen  Strategy: Enabling a low-carbon Economy, 2020). Coal and other fossil fuel-based production  is inexpensive at around 2 USD/kg. Prices increase by 10 to 20% when using carbon capture  and storage (CCS). Electrolysis powered by renewable energy (RE) is the most expensive at  5 to 10 USD/kg and is not currently a competitive price. This needs to decrease to at least 2  USD/kg or lower in the next decade to directly compete with fossil fuels as an energy source.<|endoftext|>There are several elements that would play a critical role in driving the cost of the end-to-end  supply chain of production and distribution. These include higher levels of innovation through research and development (R&D) and the right investment through disruptive digital  technologies like artificial intelligence, the Internet of Things, blockchain smart contracts,  certificates, and digital twin.<|endoftext|>Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 5 Figure 3: Hydrogen production costs by source and method  (Hydrogen Strategy: Enabling a low-carbon economy, 2020) \n\n---\n\n  Page: 6 / 11  \n\n---\n\n Economic outlook Renewables and electrolyser costs drive green hydrogen prices and are both showing declining  trends. Electrolyser costs are expected to fall by 30% in the next ten years (Harnessing Green  Hydrogen, 2022). Industrial manufacturers like Siemens Energy and Linde have already started  setting up some of the world\u2019s biggest electrolyser production facilities in line with the European  Union\u2019s (EU) strategy (REPowerEU plan May 2022) for fuel diversification, which will need a 27  billion EUR direct investment in domestic electrolyser and distribution of hydrogen in the EU,  excluding the investment of solar and wind electricity (REPowerEU Plan, 2022).<|endoftext|>The US, on the other hand, has announced future investments of up to 9 billion USD from 2022  to 2026 through its \u2018Infrastructure Investments and Jobs Act\u2019 (Garc\u00eda-Herrero et al, 2022). The  key difference is that US policy plans to use both blue and green hydrogen in the fuel mix, while  the EU views blue hydrogen as a temporary solution only. Based on policy support and market conditions, the industry will decide on a future roadmap.  Green credits and green hydrogen trading can turn many fossil fuel-dependent countries into  future energy suppliers. Various states and corporates are funding green and brown field  projects which have created finance opportunities for venture capital, underwriters, and  insurance firms.<|endoftext|>Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 6 Figure 4: Renewables and electrolyser cost outlook (Harnessing Green Hydrogen, 2022) \n\n---\n\n  Page: 7 / 11  \n\n---\n\n Economic outlook Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 7 Figure 5: Renewables and electrolyser cost outlook (Harnessing Green Hydrogen, 2022) \n\n---\n\n  Page: 8 / 11  \n\n---\n\n Figure 6: Hydrogen value chain opportunities Hydrogen Value Chain Opportunities Figure 6 outlines the end-to-end value chain from production and electrolyser plant setup, operations  in conjunction with RE parks, storage (long- and short-term), distribution (liquified or gaseous), and  consumption applications (power, transportation, and industries). It gives an overview on the current  usage of Hydrogen in industry applications. New emerging areas where significant opportunities exist  for growth are primarily transportation (heavy duty vehicles and shipping), long-term energy storage  (sub-surface), and green ammonia (production and energy carrier).  Hydrogen can contribute directly to decarbonising the biggest polluters like steel, refineries, and  ammonia production. Although Hydrogen has a clean burn, its production is not clean. Hydrogen  production from fossil fuels resulted in 900 Mt CO2 emissions in the year 2020 (Global Hydrogen  Review 2021, 2021). High demand for green and blue hydrogen and hydrogen-based fuels could  reduce up to 60 Gt of CO2 emissions between 2021 and 2050, accounting for a reduction of 6% of  total cumulative emissions (Hydrogen, 2022).<|endoftext|>Some of the biggest polluters in the transportation sector include long-haul freight, heavy-duty  vehicles, maritime, and jet fuel. Decarbonizing them is not easy. By 2050, green ammonia can meet 25% of shipping fuel demand to meet the International Maritime Organization\u2019s goal of reducing CO2  emissions by 50% from 2008\u2019s levels. Hydrogen fuel cells can gear up short distance rides such as  ferry journeys (Harnessing Green Hydrogen, 2022). With air travel growth, a significant carbon  footprint increase is expected in aviation which already has the highest carbon emission intensity.  Options like hydrogen fuel cells, hydrogen turbines, and hydrogen-based electrolytic synthetic fuel  exist to decarbonize aviation, but each option has its merits and demerits. Big corporations like Airbus  or start-ups like ZeroAvia have already presented their roadmaps for a hydrogen-based carrier in the  next decade.<|endoftext|>For building, hydrogen can be blended into existing gas networks for both residential and commercial  complexes. It can also be used by boilers and fuel cells. Its biggest promise is in long-term energy  storage. This will impart stability to renewables-based generation and grid operations. Today, new gas  turbines can also use hydrogen as a fuel component.<|endoftext|>Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 8 Opportunities for the industry \n\n---\n\n  Page: 9 / 11  \n\n---\n\n What\u2019s next? In our next articles, we will discuss  the challenges of this emerging  sector, some exciting industry  projects underway around hydrogen,  support, and digital solutions  needed to help pave the way to net  zero.  Infosys Consulting achieved its  net zero goals 30 years ahead of  time and is working to help our  partners in their energy transition  journey towards their own net zero  goals.<|endoftext|>Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 9 \n\n---\n\n  Page: 10 / 11  \n\n---\n\n MEET THE EXPERTS Sundara Sambasivam Associate Partner - Services, Utilities, Resources and Energy Practice Sundara.Sambasivam@infosys.com \u201cThe  lines  betw een  digita l and  physi cal  retail  will  conti nue  to  blur\u201d Sources \u2022 Garc\u00eda-Herrero, A.,Tagliapietra, S. & Vorsatz, V. (2021), \u2018Hydrogen development strategies: a global perspective\u2019, Bruegel, August, [Online], Link:  [Accessed: 21 Nov 2022].<|endoftext|>\u2022 \u2018Global Hydrogen Review 2021\u2019, (2021), International Energy Agency: IEA, [Online], Link Accessed:16 Nov 2022].<|endoftext|>\u2022 \u2018Harnessing Green Hydrogen: Opportunities for Deep Decarbonisation in India\u2019, (2022), Niti Aayog & Rocky Mountain Institute (RMI), June,  [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018Hydrogen\u2019, (2021), International Energy Agency: IEA, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018Hydrogen\u2019, (2022), International Energy Agency: IEA, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018Hydrogen Strategy: Enabling A Low-Carbon Economy\u2019, (2020), U.S. Department of Energy, July, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018REPowerEU Plan\u2019, (2022), European Commission, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018The hydrogen colour chart\u2019, (2022), National Grid, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>Shivank Saxena Senior Consultant - Services, Utilities, Resources and Energy Practice Shivank01@infosys.com Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 10 Over 22 years of global experience, Sundar has led a number of business and digital transformation  and outcome-based efficiency turnaround programmes across the Energy and Utilities  (Transmission & Distribution). Sundar is excited to collaborate and help our clients to navigate the  journey of Energy Transition towards the net zero ambitions.<|endoftext|>Over 11 years of experience, Shivank has led digital transformation projects, enabling end-to-end systems\u2019 delivery for clients across industries and sectors. He has ensured sustained value delivery on multiple engagements by building roadmaps and driving planning-to-execution for various business-led initiatives. He is passionate about supporting the industry to meet its net zero goals, and currently helps clients innovate to drive energy transition initiatives.<|endoftext|>\n\n---\n\n  Page: 11 / 11  \n\n---\n\n consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world\u2019s most recognizable brands  transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive  technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today\u2019s digital landscape to win market share and create shareholder value for lasting competitive  advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  \u00a9 2022 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is  accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the  proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights  mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be  reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed,  photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual  property rights holders under this document.    \n\n\n***\n\n\n  "}
 {"text": "# Infosys POV \nTitle: Next-gen Process Mining powers Oil & Gas transformation \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 / 13  \n\n---\n\n An Infosys Consulting Perspective By Sachin Padhye, Naveen Kamakoti, Shruti Jayaraman and Sohini De Consulting@Infosys.com | InfosysConsultingInsights.com Next-gen Process  Mining powers Oil &  Gas transformation \n\n---\n\n  Page: 2 / 13  \n\n---\n\n Oil & Gas transformation | \u00a9 2023 Infosys Consulting 2 Process Mining technology: A key enabler to transform Oil & Gas Technology continues to be a reliant and indispensable enabler to transform operations of Oil and  Gas companies. As a growing trend, the broader intent of incorporating technology is the use of  operational data to support analytics and fact-based decision-making. However, increasing  complexity of core and supplementary processes, coupled with limited agility of legacy and  monolithic IT systems adds a constant challenge to continuous process improvement.<|endoftext|>The agility of business processes and operations depends on the ability to capture real-time data  and perform large scale analyses to generate actionable insights on-demand and help steer and  nudge key metrics and key performance indicators (KPIs).  One such technology framework with ever-growing adoption is Process Mining, especially due  to the evolution from process-discovery-based limited applications to centralized platforms for  integrated process automation.<|endoftext|>\n\n---\n\n  Page: 3 / 13  \n\n---\n\n 3 Process Mining uses detailed data from business processes Process Mining is the practice of using data from various sources to analyze, baseline  and improve business processes.  The concept of Process Mining is built on the pillars of analysis techniques using artificial  intelligence (AI) and machine learning (ML). It is an approach to analyze, optimize, and  improve complex operational processes.  Powered by event data logs and data science tools, Process Mining helps identify  process variations and bottlenecks and gathers quantitative insights in process flows. It  also helps address performance and compliance-related issues in processes.  The following high-level steps are involved in a typical process mining lifecycle journey: Step Description Tools used 1. Data collection Collect data from various sources, such  as event logs, databases, operational  data stores.<|endoftext|>Data extraction tools, such as ETL  tools, log parsers, or database  connectors.<|endoftext|>2. Data pre- processing Clean, filter, and normalize data to  ensure consistency and accuracy.<|endoftext|>Data cleaning and preparation  tools, such as Python, or R scripts.<|endoftext|>3. Process  discovery Create a process model based on the  collected data.<|endoftext|>Process Mining tools, such as  Disco, ProM, or Celonis.<|endoftext|>4. Conformance  checking Compare the process model with the  collected data to identify deviations,  errors, or inefficiencies in the process.<|endoftext|>Conformance checking tools, such  as Disco, ProM, or Celonis.<|endoftext|>5. Process  enhancement Optimize the process model to improve  efficiency, reduce costs, and enhance  quality.<|endoftext|>Process simulation and optimization  tools, such as Arena, Simul8, or  ProModel.<|endoftext|>6. Process  monitoring Continuously track and analyze process  data to identify potential issues,  bottlenecks, or opportunities for  improvement.<|endoftext|>Process monitoring tools, such as  Celonis, Splunk, ELK, or Graylog.<|endoftext|>7. Process  visualization Create graphical representations of the  process model and process data to help  stakeholders understand the process and  identify areas for improvement.<|endoftext|>Data visualization tools, such as  Celonis, Tableau, Power BI, or  QlikView.<|endoftext|>Oil & Gas transformation | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 4 / 13  \n\n---\n\n 4 Evolution of Process Mining From being a niche technology used in research-oriented projects to a completely  integrated cross-functional collaboration platform, Process Mining has evolved and  matured for broad adoption. Here is a summary of this evolution: Oil & Gas transformation | \u00a9 2023 Infosys Consulting Process  discovery Process  conformance User-centered  process Integrated process  automation Time period First Generation Second Generation Third Generation Fourth Generation 1988 \u2013 2004 2004 \u2013 2011 2011 \u2013 2016 2016 \u2013 Present Summary Focus on discovery  of process models  from event logs Introduction of  conformance checking  and process  enhancements Shift towards more user- centered and interactive  approaches Expansion of process mining  beyond event logs to include  other types of data and  processes Use of process  discovery algorithms  and process tree  visualizations Integration of multiple  perspectives and data  sources Focus on business  process management  and improvement Integration of process mining  with other technologies such  as AI, IoT, and blockchain Limited support for  large and complex  processes Focus on quality  control, compliance,  and audit trails Integration of social,  organizational, and  environmental factors Increased focus on  automation, robotics, and  digital transformation Challenges in  handling noise,  concurrency, and  infrequent behavior Use of data mining and  machine learning  techniques Increased emphasis on  big data, cloud  computing, and  distributed systems Development of new  techniques such as predictive  process monitoring and  prescriptive analytics People Primarily academic  researchers and  process experts Involvement of  business stakeholders  and end-users in  process mining projects Involvement of a wider  range of stakeholders  including end-users, IT  staff, and top  management Involvement of a wide range  of stakeholders including  business users, IT staff, data  scientists, and process  experts Minimal involvement  of business  stakeholders and  end-users Increasing emphasis on  collaboration and  communication Greater emphasis on  user needs and user  experience Greater emphasis on cross- functional collaboration and  co-creation Process Emphasis on  process modeling  and analysis Shift towards process  improvement and  optimization Increased integration of  process mining with  business strategy and  management practices Integration of process mining  with digital transformation and  innovation initiatives Limited focus on  process  improvement and  optimization Greater attention to  business objectives  and value creation Greater emphasis on  continuous improvement  and innovation Systems Basic computing  tools and algorithms Development of more  sophisticated  algorithms and  methods Greater use of cloud  computing, big data, and  advanced analytics Integration of AI, IoT,  Blockchain, and Advanced  Analytics Primarily desktop- based software Increased use of  enterprise-level  software systems Integration with other  digital technologies such  as social media and  mobile devices Use of event logs  and basic data  mining techniques Integration of multiple  data sources and  formats Greater use of process  automation and robotic  process automation  (RPA) \n\n---\n\n  Page: 5 / 13  \n\n---\n\n 5 Process Mining impacts multiple areas in Oil & Gas The Oil and Gas industry is complex and dynamic with significant data generated across  all areas.  For Oil and Gas companies, Process Mining can be particularly important because of the  complex and highly regulated nature of their operations. Here are some specific ways in  which Process Mining can benefit Oil and Gas companies: Oil & Gas transformation | \u00a9 2023 Infosys Consulting Value levers Impact of Process Mining Operational  efficiency Process Mining can help identify inefficiencies in processes,  such as bottlenecks or unnecessary steps, and suggest ways  to streamline them. This can lead to cost savings and better  use of resources.<|endoftext|>Regulatory  compliance Oil and Gas companies are subject to numerous regulations  and standards, such as those related to environmental  protection and worker safety. Process Mining can help  ensure that these regulations are being followed and identify  areas where improvements are needed.<|endoftext|>Operational safety Safety is a top priority for Oil and Gas companies, and  Process Mining can help identify potential hazards and risks.<|endoftext|>By analyzing data from sensors, equipment, and other  sources, companies can identify patterns that may indicate  an increased risk of accidents or equipment failure.<|endoftext|>Optimized  maintenance Process Mining can help companies optimize maintenance  schedules by analyzing data from equipment and other  sources to identify when maintenance is needed. This can  help prevent unplanned downtime and reduce maintenance  costs.<|endoftext|>Customer  satisfaction Oil and Gas companies may interact with customers in  various ways, such as through fuel delivery or service  stations. Process Mining can help companies understand  how customers interact with their services and identify ways  to improve the customer experience.<|endoftext|>\n\n---\n\n  Page: 6 / 13  \n\n---\n\n 6 Pre-requisites for Process Mining Certain conditions need to be met before leveraging Process Mining effectively. These  can broadly be grouped under People, Process and Technology.<|endoftext|>Oil & Gas transformation | \u00a9 2023 Infosys Consulting Who can help manage the  organizational changes that may  result from Process Mining  initiatives.  BUSINESS ANALYSTS With domain knowledge of the  processes to be analyzed.  With expertise in data  management and system  integration.  With expertise in data analysis  and statistical modelling.  Or subject matter experts who can  provide feedback on the accuracy  and relevance of Process Mining  results.  DATA SCIENTISTS IT PROFESSIONALS PROCESS OWNERS CHANGE MANAGEMENT  EXPERTS LEADERSHIP SUPPORT People Process Compliance with legal and  regulatory requirements, such as  data privacy laws.  PROCESSES Well-defined processes with  documented workflows and  procedures.  Availability of the required  hardware or software  infrastructure to support Process  Mining activities Access to event logs or other  data sources that capture  process data.  Alignment with the organization\u2019s  strategic objectives and goals.  DATA CAPTURE  TECH INFRASTRUCTURE STRATEGIC OBJECTIVES COMPLIANCE AGILITY Organization\u2019s ability and culture  to adopt new frameworks for  continuous improvement.  \n\n---\n\n  Page: 7 / 13  \n\n---\n\n 7 Oil & Gas transformation | \u00a9 2023 Infosys Consulting System Visualization software to create  dashboards and reports.  ACCESS TO DATA Access to digitized processes  and/or processes with  event/case data and relevant  data sources. This includes,  event logs, databases, and  other data repositories.  Data cleaning, transformation,  and normalization tools to  prepare data for analysis.  Process Mining software to  extract and analyze process  data.  Process modelling software to  create process model.  PROCESS DATA DATA TOOLS PROCESS MODEL VISUALIZATION INVESTMENT Continued investment in  technology platforms and  relevant features.  \n\n---\n\n  Page: 8 / 13  \n\n---\n\n 8 Case studies The following case studies cite instances where Process Mining helped a US-based Oil  and Gas major realize efficiencies and optimize resources using Celonis.<|endoftext|>Oil & Gas transformation | \u00a9 2023 Infosys Consulting Approach \u2022 Key AS-IS process flows for these processes were modeled in ARIS to begin with.  This provided an understanding of the current pain points and areas of improvement.  \u2022 This process model was leveraged to identify the data availability in applications  across each of the steps.<|endoftext|>\u2022 The journey: A case was created through all its states and the data captured from the  previous step was mapped against this to ensure data consistency.<|endoftext|>\u2022 This data was imported into the Celonis Execution Management system to create a  data model.  \u2022 Based on this data model, multiple process analysis dashboards and components  were created to track various metrics and KPIs across key dimensions such as time,  vendors, locations.  Process Mining in upstream logistics \n\n---\n\n  Page: 9 / 13  \n\n---\n\n 9 Oil & Gas transformation | \u00a9 2023 Infosys Consulting Business/process  area Common  challenges Potential process  mining gains Value levers  impacted Standard enterprise  processes (order-to- cash, procure-to-pay) Manual interventions Reduction of TAT Operational efficiency Form corrections Improve no-touch  processing Regulatory  compliance Rate changes, data  mismatches Automation Customer satisfaction Supply chain  management High complexity of  supply chain Reduction of process  lead time Operational efficiency Visibility is limited  among all  stakeholders  Reduction of cost by  removing bottlenecks Optimized  maintenance Best practices are not  well-defined  Full transparency of  process Customer satisfaction Vessel schedule  optimization Multiple rigs covered  by same vessel Effective route planning  to reduce fuel costs and  optimize time Operational efficiency Route planning done  at the last minute Operational safety Optimized  maintenance  Helicopter schedule  optimization High cost due to over  utilization  Incorporate best  practices for utilization  Operational efficiency Unnoticed  maintenance risks  Monitoring risks Regulatory  compliance Operational safety Optimized  maintenance  Warehouse  management Warehouse layout  inefficient  Root cause analysis for  layout  Operational efficiency Lack of process  automation  Forecasting data for  inventory utilization and  avoiding stock outs Customer satisfaction Warehouse inventory  inaccuracy Enhanced customer  management Warehouse utilization  inaccuracy  Fleet management High fuel cost Improved fleet efficiency  and routing  Operational efficiency Under-utilized assets  KPI monitoring to  improve utilization Customer satisfaction Vendor management Manual processes,  poor automation  SLA improvement Operational efficiency Rental costs high and  equipment under- utilized  Contract visibility and  optimization Customer satisfaction End-to-end system  integration not  available  \n\n---\n\n  Page: 10 / 13  \n\n---\n\n 10 Oil & Gas transformation | \u00a9 2023 Infosys Consulting Reference industry use cases Large integrated Oil & Gas major One of the largest Oil and Gas companies in the world has been using Process Mining  to improve the efficiency of its drilling operations.  By analyzing data from drilling rigs, this company was able to identify inefficiencies and  areas for improvement, such as reducing idle time and optimizing drilling parameters. As  a result, the firm was able to reduce drilling time and costs while improving safety and  environmental performance.<|endoftext|>A European Oil & Gas company This company used Process Mining to optimize its maintenance processes for offshore  platforms.  By analyzing maintenance data, the firm was able to identify patterns and trends which  improved the reliability of its equipment, reduced downtime, and lowered maintenance  costs. The company also used Process Mining to identify opportunities for process  standardization and optimization, resulting in further improvements in efficiency and cost  savings.<|endoftext|>A large National Oil Corporation (NOC) This NOC used Process Mining to improve its customer service processes.  By analyzing customer service data, the NOC was able to identify areas where it could  improve its service levels, such as reducing response times and increasing the accuracy  of billing. The company also used Process Mining to optimize its meter reading  processes, resulting in significant cost savings.<|endoftext|>\n\n---\n\n  Page: 11 / 13  \n\n---\n\n Process Mining  encourages  sustainable growth Oil and Gas companies operate in a  complex environment with multiple  interconnected processes, making it  challenging to identify inefficiencies  and areas for improvement. Process  Mining provides a valuable tool for  these companies to gain insights into  their operational processes by  analyzing data from various sources.  By applying Process Mining  techniques, Oil and Gas companies  can identify bottlenecks, reduce  costs, improve efficiency, and  enhance the quality of their  products and services.  The benefits of Process Mining  include improved compliance,  enhanced decision-making, and  increased operational efficiency.  Therefore, implementing this  technology can help Oil and Gas  companies stay competitive and  achieve sustainable growth in an  ever-changing industry.<|endoftext|>11 Oil & Gas transformation | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 12 / 13  \n\n---\n\n MEET THE EXPERTS SACHIN PADHYE Associate Partner, SURE Sachin.Padhye@infosys.com 12 Sachin works with large Oil and Gas companies in the upstream, midstream, and  downstream areas to frame their digital strategy across customer and employee  experiences. He helps clients quantify value, beginning with industry opportunities  and ending with decisions built with big data, analytical tools and visualizations and  narratives. His current focus is digital data monetization, where he helps companies  put a monetary value to the data that is used to execute their digital strategy.  NAVEEN KAMAKOTI Principal, SURE Venkata_Kamakoti@infosys.com Naveen has over 18 years\u2019 experience in digital business transformation initiatives,  focusing on process consulting, re-engineering and mining, as well as business  architecture and consulting across information and professional services, plus Oil &  Gas (upstream) domains. He leads the process consulting and transformation  community of practice for Infosys Consulting.<|endoftext|>SHRUTI JAYARAMAN Senior Consultant, SURE Shruti.Jayaraman@infosys.com Shruti has four years\u2019 experience in business process improvement and digital  transformation initiatives with a focus on process modelling, analysis, and mining.  She\u2019s worked with upstream Oil & Gas clientele, across financial planning, process  design and optimization, third-party hiring and government reporting areas for the  last two years. She has administered trainings in process modelling using ARIS and  has worked in Agile methodologies.  SOHINI DE Consultant, SURE Sohini.De@infosys.com Sohini has over four years\u2019 experience in process transformation initiatives focusing  on business process improvement, process design, modeling and mining. She has  two years\u2019 experience in the upstream energy industry in marine logistics, and  integrity inspection. She has conducted trainings in ARIS Designer platform for  process modeling and has hands-on experience working in Agile methodologies.  Oil & Gas transformation | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 13 / 13  \n\n---\n\n consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world\u2019s most recognizable brands  transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive  technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today\u2019s digital landscape to win market share and create shareholder value for lasting competitive  advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  \u00a9 2022 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is  accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the  proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights  mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be  reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed,  photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual  property rights holders under this document.    \n\n\n***\n\n\n  "}