1、hat as a result of digital disruption, many organisations are changing their investment priorities. Additionally, customer relations and social media technologies are starting to take hold. That said, traditional growth area skills such as project management continue to be in demand. People, skills
2、and talent are at the forefront of CIO decision making Technology skills shortages remain a pressing concern. Nearly six out of ten CIOs believe that skills shortages will prevent their organisation from keeping up with the pace of change. This is a trend which started last year and it appears to be
3、 accelerating. Skills concerns are running one-third higher than in 2013. The skills that CIOs feel their teams need in order to keep up with the pace of technology change have also shifted in the past 12 months. There has been massive increase in demand for big data analytic skills - almost six tim
4、es higher than the rise in the next most in-demand skill, change management. More than four in ten leaders are also looking to stiffen their teams by injecting new blood in the coming months. This reflects an ongoing and consistent trend in positive recruitment intent by CIOs since the end of the re
5、cession. The era of digital disruption is here, but no consistent models are in place to deal with it Across the three years that we have tracked digital influence, the dynamics have been constantly shifting. An overwhelming two thirds of CIOs believe digital disruption is now a very significant cha
6、nge to business. They tell us that they believe this disruption will create new business models, products and services that are expected to outperform the old ones. Only one in ten CIOs believe their organisation will be unaffected by digital disruption in the coming years. More than a third of CIOs
7、 say they are responding to disruption now, while three in ten CIOs expect to be managing disruption within 24 months. Last year, we found that many Chief Marketing Officers (CMOs) were owning and leading the digital agenda. This is changing. Today we are seeing some evidence of a boomerang effect,
8、where IT organisations are either collaborating with the CMOs or taking on the responsibility for themselves. Additionally, there has been a significant increase in the number of Chief Digital Officers appearing in the IT landscape. Almost one in five CIOs now work with a Chief Digital Officer (CDO)
9、 a huge jump up from a mere seven per cent last year. An additional five per cent of CIOs report that hiring is underway for a CDO in 2015. That said, ownership of digital, even with a CDO in place, appears to remain quite fluid for many. Amongst the wide range of responses, there seems to be no sta
10、ndard operating model or any blueprint emerging to help organisations address their digital challenges. Cyber security is a real headache, but CIOs are not letting it inhibit innovation Boards and executive teams are increasingly becoming aware that cyber-attack is not just a technology risk, but a
11、real business risk. Recent high profile media coverage of hackings into major global brands and major government institutions has no doubt helped affirm this. One in four CIOs reported that their organisations have had to deal with a major IT security incident in the past 12 months. However, critica
12、lly, while security concerns are keeping CIOs awake at night, an overwhelming majority believe that the security measures they put in place do not materially inhibit their ability to innovate. IT budget growth continues, but Shadow IT is alive and well CIOs report that anything between one per cent
13、and 30 per cent of their organisations annual sales (or public sector total budget) is spent on technology. Manufacturing, construction and engineering are the most conservative (spending one - three per cent), while technology, telecoms, media and financial services all invest more than ten per cen
14、t of their sales revenue or public sector budget into IT. Happily, almost half of CIOs have been allocated budget increases in the past 12 months and this is being directed towards projects which deliver benefits and make money for their organisations. However, challenges remain. Shadow IT, where th
15、e CIO does not control the budget, is still a significant force. While nearly half of CIOs give up less than five per cent of their IT budgets to their user community, some IT organisations are struggling, with many only able to control 80 per cent or even less of the technology budget. Outsourcing
16、is increasingly being used to acquire skills rather than to save money As in previous years, CIOs often prefer to outsource software development and data centre functions. However, the reasons for outsourcing seem to be changing. Over the last five years there has been a steady shift away from using
17、 outsourcing as a means to save money. Instead, many IT leaders now see outsourcing as a valuable way of acquiring new skills. Half of CIOs report increasing their dependence on partners to access skills not available in-house, or to free up internal resources. A happy CIO does not necessarily mean
18、a settled CIO CIOs remain fulfilled in their role. Eight out of ten report that they are either fulfilled or very fulfilled, a slight increase of two per cent since 2014. However, perhaps mindful of the short life expectancy of a CIO, many leaders remain active in the career market. Three in ten mov
19、ed jobs in the last 24 months, while almost six in ten CIOs have changed roles since 2010. The average life expectancy of a CIO does not seem to be increasing in these fast-paced times. In terms of remuneration, the pace of CIO salary growth seen in the last few years appears to be slowing. While th
20、ree in ten CIOs enjoyed an increase in salary in 2015, the vast majority of CIOs did not see any salary rise, with their total benefits package remaining essentially unchanged from 2014. Yet CIOs are positive. Memories from the worst of the recessionary years still linger, with CIOs admitting that e
21、ven sluggish remuneration inflation is better than the negative salary inflation seen in the trough of the recession. 2015 is going to be a tough but exciting year Overall, this years survey responses tell us that CIOs remain optimistic and that most are excited about the challenges ahead. There see
22、ms little doubt that the digital revolution is real and that IT leaders across the world are moving rapidly to exploit the new opportunities. Many of the old problems however, remain. Business change projects are often poorly executed and relationships with key stakeholders are challenging, but we s
23、ense a pervasive mood of optimism across the industry. For IT staff, new skills are required to deal with change and the smartest CIOs are often looking beyond the obvious, sometimes even beyond the traditional IT department, to并且专业对口的工作。可现在我们都知道找工作很难，要专业对口更难，很多东西我们初到社会才接触、才学习。所以我现在要建立起先就业再择业的就业观。应尽
24、快学会在社会上独立，敢于参加与社会竞争，敢于承受社会压力，使自己能够在社会上快速成长。总的来说，作为一个快要毕业的大学生，无论是在今后的工作或是生活中，实习都将成为我人生中一笔重要的资本。第四篇：外贸业务员实习报告外贸业务员实习报告范文业务员实习报告怎么写？下面，我们以外贸业务员实习报告为例，教大家如何写实习报告，并希望大家能从这份实习报告中找到实习报告撰写技巧。毕业以后，在不知经历了多少次面试之后，终于有让有了工作的机会， 带着兴奋和激动，我开始了我的实习工作。以下是我的实习报告总结，敬请各位提出宝贵意见。时间流逝，我的实习将要结束，最先，我抱着学习和锻炼的精神来到这里，实习充实了我的学习生
25、活，我学到了许多书本上无法体验的知识。通过实习，我感触颇多，得到许多新的认识，对许多问题多了深一层次的思考。经过两个多月的实习，使我对工作，生活都有了一个全新的体验。以后就是社会上的一份子了，责任也将越来越重。我是在一家外贸公司实习，我在公司主要工作是熟悉外贸流程以及做业务，对一些新客户的发展和老客户的维护。首先我介绍一下我在公司所要做的事情：1. 客户询盘：一般在客户下订单之前，都会有相关的order inquiry 给我们业务部，做一些细节上的了解。2. 报价：我们业务部及时回复客人查询，确定货物品名，型号，生产厂家，数量，交货期，付款方式，包装规格及柜型等，并做好 performa in
26、voice 给客户做正式报价。3. 得到订单：经过洽谈，收到客户正式的订单purchase order。4. 下生产订单：得到客人的订单确认后，把订单转做DISRUPTIVE, GAME-CHANGING INNOVATION2016 State of Innovation REUTERS“ Valeos ambition is to bring the most innovative technologies into the cars that are driven every day by hundreds of millions of people.One definition per
27、fectly describes our approach: innovation as an invention that has found a marketIn a world that is more and more open, we promote an innovation of the widest possible scope, including partnerships with public research bodies, academic organizations, customers, and suppliers. ”Jacques Aschenbroich,
28、CEO, ValeoTABLE OF CONTENTS Introduction . 4 Observations the actualization of the IoT. The quest to explore space, understand the universe beyond our galaxy and find new frontiers for future humansas well as equip defense teams for wars that require continued military investment. Research & Innovat
29、ion The relationship between research and innovation is well understood. Analysis shows that scientific and scholarly research typically precedes discovery and the protection of innovation rights by a few years. Its therefore prudent to look at what topics, institutions and regions lead globally in
30、research to get an even richer understanding of what the future holds. A look across the last decade and research related to the 12 technology areas, as contained in the Web of Science TM , 1,000,000 1,500,000 2,000,000 2,500,000 2015 2014 2013 2012 2011 2010 2009 0.00% 30.00% 60.00% 90.00% 120.00%
31、150.00% All Technology Telecommunications Semiconductors Pharmaceuticals Oil & Gas Medical Devices Food, Beverage & Tobacco Home Appliances Cosmetics & Wellbeing Information Technology Biotechnology Automotive Aerospace Figure 1: Global Innovation Output Across 12 Sectors (20092015) Figure 2: Percen
32、tage Growth in Innovation Activity (20092015) Source: Derwent World Patents Index and Thomson Innovation Source: Derwent World Patents Index2016 State of Innovation Observations & Findings 6 shows that output related to these topics has returned to its pre-economic-crisis levels, as shown in Figure
33、 3. As the tools for finding prior research become even more refined, researchers collaborate more with others and pure or basic research investments are sometimes married with innovation, causing the scholarly activity to even out. Innovation Drives the Future Innovation is a driver of economic suc
34、cess and growth. Companies and countries that consistently invest in innovation by prioritizing R&D and allocating funds and resources for this activity are proven to be more successful than those that dont. The Thomson Reuters Top 100 Global Innovators are an example of this. The honorees of this d
35、esignation, based on a comprehensive, patent-based methodology, have consistently outperformed the S&P 500 and/or MSCI World Index in terms of market-cap weighted R&D investment, annual revenue and employment. And, regions like the UK, which has fewer R&D and innovation incentives compared to German
36、y and Japan, has not made the Top 100 Global Innovators list in several years. As the process of innovation becomes more collaborative in our technologically driven world, its hard to imagine the trajectory of activity changing in the near future. Innovation drives the future. And the future is ours
37、. Innovative disruptions are a hallmark of the Digital Era. With the proper balance of discovery, protection and commercialization, these numbers will continue to grow and our world will continue to evolve before our eyes. % Industry 2015 Volume 2014 Volume % Change 5% Aerospace & Defense 71,633 62,
38、162 15% 12% Automotive 166,867 153,872 8% 3% Biotechnology 41,624 42,584 -2% 1% Cosmetics & Well Being 11,307 11,017 3% 2% Food, Beverage & Tobacco 26,605 26,333 1% 6% Home Appliances 86,301 71,278 21% 31% Information Technology 429,806 380,325 13% 9% Medical Devices 118,658 93,462 27% 2% Oil & Gas
39、27,556 24,158 14% 9% Pharmaceuticals 116,286 111,479 4% 8% Semiconductors 114,488 110,761 3% 12% Telecommunications 166,601 161,739 3% Source: Derwent World Patents Index Overall View of Innovation 250,000 300,000 350,000 400,000 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 Figure 3: Scien
40、tific Research Output Across 12 Technology Areas (20052015) Source: Web of Science 12% 3% 31% 1% 6% 2% 9% 9% 8% 2% 12% 5% 30%2016 State of Innovation Aerospace & Defense 7 AEROSPACE & DEFENSE From dreamliners to space stations to unmanned military vehicles, the window on our world is changing. REUT
41、ERS/LUCAS JACKSON2016 State of Innovation Aerospace & Defense 8 COLONIZING THE MILKY WAY Matt Damon gave us a peek at what life may be like for the first settlers on Mars in the movie The Martian. As far-fetched as the idea of living on another planet may seem, its now projected that the first huma
42、ns could inhabit Mars within the next 25 years. 1Such a feat is going to require an immense amount of innovation and collaboration as earthlings look to colonize Mars, and potentially other parts of our galaxy. In fact, it is reported that the US National Aeronautics and Space Administration (NASA)
43、will spend $18.5 billion on its 2016 space exploration plan. 2Its goals this year include increasing utilization of the International Space Station (ISS) science and technology hardware by 70 percent and launching 13 science and cargo missions, among many other things. In the race to colonize space,
44、 partnerships abound. There are many public/private sector arrangements underway, related to the Collabovation theme mentioned earlier. The European Space Agency (ESA) recently launched an initiative to find private sector partners with which to explore space in its “Space Exploration as a Driver fo
45、r Growth and Competitiveness: Opportunities for the Private Sector,” where it states: “ESA is looking into novel ways to advance its strategic goals for space exploration, based on strategic partnerships with the private sector, including entities from the space and nonspace industry. 3 ” Similarly,
46、 articles about NASA partnering with Boeing, Elon Musks SpaceX and others reaffirm the commitment and passion to make history and be the first to get to Mars, or other parts of the galaxy and universe. “ The recent Martian movie starring Matt Damon is science-fiction in 2016, but with NASA and ESA a
47、ctively collaborating with private sector partners such as Boeing and SpaceX to provide innovative solutions for the financing and execution of space exploration missions, experts predict that human settlements will be operational on Mars within 25 years.Such a highly complex project will require massive innovation across a wide range of technologies, not just spaceflight aspects of aerospace.
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