Preferred Networks, Inc. (PFN), a start-up specialized in deep learning technologies, a branch of artificial intelligence (AI) research, differentiated itself early on by aligning with Japan’s manufacturing might and bringing deep learning to the internet of things (IoT).
Preferred Networks, Inc. (PFN), a start-up specialized in deep learning technologies, a branch of artificial intelligence (AI) research, differentiated itself early on by aligning with Japan’s manufacturing might and bringing deep learning to the internet of things (IoT).
The case describes the near-collapse of a commodities market in 1979, as two investors, the Hunt brothers, tried to corner the silver market. It discusses how key players in the financial markets dealt with the potential crisis and the risks involved.
The case describes the near-collapse of a commodities market in 1979, as two investors, the Hunt brothers, tried to corner the silver market. It discusses how key players in the financial markets dealt with the potential crisis and the risks involved.
An insurance company must select a reinsurance offer from a number of available ones. To this purpose, an assessment of the pros and cons of each offer needs to be done. Simulation models must be developed for this assessment, and non-quantitative issues need to be sorted out.
An insurance company must select a reinsurance offer from a number of available ones. To this purpose, an assessment of the pros and cons of each offer needs to be done. Simulation models must be developed for this assessment, and non-quantitative issues need to be sorted out.
In 2001 Veropoulos Spar, a 770 million Euro retailer in Greece and the Balkan region, intiated the implementation of a new Internet enabled collaborative ordering IT system with 3 suppliers: P&G, Unilever, and Elgeka. Two years later the project failed and had to stop. The CEO is now evaluating a new proposal for re-starting the initiative.
In 2001 Veropoulos Spar, a 770 million Euro retailer in Greece and the Balkan region, intiated the implementation of a new Internet enabled collaborative ordering IT system with 3 suppliers: P&G, Unilever, and Elgeka. Two years later the project failed and had to stop. The CEO is now evaluating a new proposal for re-starting the initiative.
In 2001 Veropoulos Spar, a 770 million Euro retailer in Greece and the Balkan region, intiated the implementation of a new Internet enabled collaborative ordering IT system with 3 suppliers: P&G, Unilever, and Elgeka. Two years later the project failed and had to stop. The CEO is now evaluating a new proposal for re-starting the initiative.
In 2001 Veropoulos Spar, a 770 million Euro retailer in Greece and the Balkan region, intiated the implementation of a new Internet enabled collaborative ordering IT system with 3 suppliers: P&G, Unilever, and Elgeka. Two years later the project failed and had to stop. The CEO is now evaluating a new proposal for re-starting the initiative.
The case recounts the transformation of the IT strategy of Unisys from the arrival of the new Chairman and CEO as well as the new CIO in 1997 till 2004. It discusses how the IT governance has evolved and how IT investment decisions – from very large ones to smaller ones – were taken through these years in order to transform the IT of Unisys.
The case recounts the transformation of the IT strategy of Unisys from the arrival of the new Chairman and CEO as well as the new CIO in 1997 till 2004. It discusses how the IT governance has evolved and how IT investment decisions – from very large ones to smaller ones – were taken through these years in order to transform the IT of Unisys.
CCC has recently finished an implementation of finance and HR IT, and is now working on two IT fronts: a) more back office IT implementations, such as payroll; b) a shift of focus to the citizen-facing IT for e-government in collaboration with other government organizations in the county. What lessons can CCC draw from its past experience?
CCC has recently finished an implementation of finance and HR IT, and is now working on two IT fronts: a) more back office IT implementations, such as payroll; b) a shift of focus to the citizen-facing IT for e-government in collaboration with other government organizations in the county. What lessons can CCC draw from its past experience?
CCC has recently finished an implementation of finance and HR IT, and is now working on two IT fronts: a) more back office IT implementations, such as payroll; b) a shift of focus to the citizen-facing IT for e-government in collaboration with other government organizations in the county. What lessons can CCC draw from its past experience?
CCC has recently finished an implementation of finance and HR IT, and is now working on two IT fronts: a) more back office IT implementations, such as payroll; b) a shift of focus to the citizen-facing IT for e-government in collaboration with other government organizations in the county. What lessons can CCC draw from its past experience?
The case discusses how Terra Lycos is reshaping itself during the economic slowdown by diversifying its revenue stream and attempting to start selling products once offered for free. As a portal, Terra Lycos' products were, by nature, mainly information based. Can Terra Lycos succeed in transforming its products from free to pay?
The case discusses how Terra Lycos is reshaping itself during the economic slowdown by diversifying its revenue stream and attempting to start selling products once offered for free. As a portal, Terra Lycos' products were, by nature, mainly information based. Can Terra Lycos succeed in transforming its products from free to pay?
KCC had just successfully completed a large IT system to support its Financials and HR, a major success for an organization that until 2001 was paralyzed by the mountain of IT tasks and targets ahead, spending £43 million annually on IT without clear returns. How did they achieve this?
KCC had just successfully completed a large IT system to support its Financials and HR, a major success for an organization that until 2001 was paralyzed by the mountain of IT tasks and targets ahead, spending £43 million annually on IT without clear returns. How did they achieve this?
Kunal has recently become the first-ever VP of Data Science at Downtown, a current affairs and fashion magazine and the jewel in the crown of Tron Corp’s media empire. He’s charged with developing personalization capabilities by the CEO, but meets resistance from Downtown’s journalists who fail to see how he fits in.
Kunal has recently become the first-ever VP of Data Science at Downtown, a current affairs and fashion magazine and the jewel in the crown of Tron Corp’s media empire. He’s charged with developing personalization capabilities by the CEO, but meets resistance from Downtown’s journalists who fail to see how he fits in.
The case study follows E.ON, the German energy utility, on its ‘data’ journey and explores the challenges and lessons encountered while integrating artificial intelligence (AI) into its operations as it prepares for the global ‘energy transition’.
The case study follows E.ON, the German energy utility, on its ‘data’ journey and explores the challenges and lessons encountered while integrating artificial intelligence (AI) into its operations as it prepares for the global ‘energy transition’.
Decision Processes, Business Intelligence and Data Mining, Data Analytics in Marketing and Finance, Information Technology in Organisations
