You are reading the article 10 Essential It Roles For A Successful Digital Transformation updated in February 2024 on the website Kientrucdochoi.com. We hope that the information we have shared is helpful to you. If you find the content interesting and meaningful, please share it with your friends and continue to follow and support us for the latest updates. Suggested March 2024 10 Essential It Roles For A Successful Digital TransformationDefining an organization’s digital transformation success relies on different IT teams
Organizations are rapidly implementing sophisticated technologies as they are shifting to theData Architect
A data architect plays a key role in today’sCloud Specialists
Cloud specialists are responsible for maintaining the cloud-related issues within an organization. They implement and maintain server and network infrastructures. As a cloud specialist deals with a company’s information and services to be migrated to the cloud, their role is critical for continued operation in a digital landscape. Migrating a business application to cloud infrastructures are a significant step towards digital transformation, cloud specialists help companies to make faster and successful cloud migration.Digital Product Managers
The success of a product team lies in the ability of a digital product manager. They oversee the entire life cycle of a product. A digital product manager is also responsible for storytelling, crafting product narratives, while owning the entire product from top to bottom to ensure effective user experience (UX).Financial Analyst
Financial analysts make business recommendations for an organization based on analyses they carry out on factors like market trends. They articulate the financial value of digital transformation strategies, create a business case and present an accountability matrix. They are primarily responsible for creating financial models that can envisage the outcome of business decisions. Financial analysts work with all members and other finance professionals to ensure that the team looks at transformation activities from a financial standpoint.Solution Architect
A solutions architect is an expert and one of the most imperative and client-facing roles in the IT industry. They are the technology leaders that design the IT architecture of a software system. As digital transformation demands specific expertise and a set of practices to align business focus with technology solutions, solution architects perform a crucial role in explaining how the adoption of these practices can help solve business problems.Data Analysts
Data analysts hold a vital role in the digital transformation journey as they retrieve, gather and assess data. They enable organizations to take a data-driven approach to the decision-making process. Data analysts explore the way how data can be used to answer questions and solve problems businesses face while making the digital leap. With the development of computers and an ever-increasing move toward technological intertwinement, data analysis has evolved greatly.Chief Digital Officer
A chief digital officer (CDO) focuses on creating new business opportunities, revenue streams and customer services by using digital technologies. The role of a CDO can be found operating under different titles such as digital strategist, digital marketing officer, and digital general manager. CDOs are typically responsible for helping the enterprise to develop and execute a cohesive digital strategy.UX Designers Database Administrator
Database administrators specialize in storing and organizing data. They comprise everything required to manage a database and make it available as needed. They install and upgrade the database server and application tools. As a database administrator requires knowledge of database queries, database theory, database design and more, they ensure compliance with database vendor license agreement, including a number of installations, while taking care of licensing renewals.Systems Integrators
You're reading 10 Essential It Roles For A Successful Digital Transformation
Strategic digital transformation is quickly moving beyond IT to lead a change impacting entire enterprises, compete, modernize how companies work and grow in the digital economy. Digital transformation is much more than a technical change; it is also a cultural and procedural change that organisations embrace. Digital Transformation has the potential to change how thousands of employees do their jobs, collaborate across the company, and make business decisions. Thus, digital transformation brings about a change in the entire organisation.Leaders of Change
Who are the people who bring about this change? Ownership of digital efforts is expanding to the C-suite and cross-functional groups that encapsulate a broad view of the organization. The owners of change include top leaders like CIOs who most often own or sponsor digital transformation efforts, and are increasingly transforming to business partners who facilitate change organization-wide and key digital investments. The CIOs are followed by CEOs in taking a more proactive role in digital transformation leadership. The CEOs are followed by boards (14%), chief digital officers (11), chief innovation officers (11%), CMOs (5%), and chief experience officers (5%) by order of proactive digital transformation adaptability. The leaders of change credit knowledge transfer as an essential tool that helps them manage digital transformation, close skill gaps, and reduce adoption risk. Knowledge transfer empowers employees to manage their own skill development and gives them access to the information, expertise, documentation and tools they need to become an expert on new systems. It empowers with the essential support they need to be successful at their jobs even when the company is changing around them.The Guide to a Smooth Knowledge Transfer
• Identify an expert to set the standard, who can train a team of people to be experts in the new system. • The next step is to create a skill development plan. Collaborate with the expert to identify the skills that the employees and trainees will need to develop to become proficient in the new application. After the skills development plan is set, break down each of these skills into teachable blocks that can be learnt within a timeframe. • In the process of knowledge transfer, trainees and apprentices are the principal knowledge receivers. As apprentices and trainees have the most to gain, it is essential to arm them with processes, tools, and goals to get to work in a way that works for them. • The final step is to test the transfer. To test, create a series of questions for each lesson for the trainees and apprentices. When they can answer each of the questions to the expert’s satisfaction, both the expert and the apprentice can be confident that the new skill has been acquired and the apprentice is now proficient in the new application.Challenges and How to Overcome Them
Digital transformation efforts are coming up short on the intended ROI partly because it is as much a leadership issue as it is a cultural, strategy, technology and talent issue. Some challenges that organizations face when taking the transformation journey include lack of funds, the need to replace legacy systems, cultural challenges like resistance to change and lack of people with the right skills. In order for digital transformation initiative to succeed, it is essential that the organization changes the way it does business. This can include getting employees reskilled, analysing processes and investing in infrastructure to clean up legacy IT systems.Key to Digital Transformation Success
The following priorities are the key to a digital transformation maturity and success: Pace the employee journey towards change An organisation’s success into digital transformation depends on how its employees have embraced change management. Organisations must work together with employees to develop digital literacy, train and engage them around a digital transformation vision, to empower them and become partners in transformation efforts. Understand the importance of data In many organizations, data is fragmented, siloed and not monetised. Businesses must build centralized data infrastructures to support cross-functional efforts, in a bid to promote integration, collaboration and unify digital transformations around data-supported efforts. Organisations must not shy away from investing in data science, artificial intelligence (AI), and machine learning technologies. Audit the state of digital transformation When an organisation implements digital transformation, it must audit the current levels of progress at strategic intervals to track the digital progress, and align its roadmap with those that are succeeding the change. Study the digital transformation in accordance with the customer experience Organizations hurry up to prioritize customer experience initiatives without studying their customer’s digital or mobile experiences. For a successful Digital Transformation, change leaders need to understand how customers’ intents, preferences and behaviours, are evolving to shape digital strategies.
Strategic digital transformation is quickly moving beyond IT to lead a change impacting entire enterprises, compete, modernize how companies work and grow in the digital economy. Digital transformation is much more than a technical change; it is also a cultural and procedural change that organisations embrace. Digital Transformation has the potential to change how thousands of employees do their jobs, collaborate across the company, and make business decisions. Thus, digital transformation brings about a change in the entire chúng tôi are the people who bring about this change? Ownership of digital efforts is expanding to the C-suite and cross-functional groups that encapsulate a broad view of the organization. The owners of change include top leaders like CIOs who most often own or sponsor digital transformation efforts, and are increasingly transforming to business partners who facilitate change organization-wide and key digital investments. The CIOs are followed by CEOs in taking a more proactive role in digital transformation leadership. The CEOs are followed by boards (14%), chief digital officers (11), chief innovation officers (11%), CMOs (5%), and chief experience officers (5%) by order of proactive digital transformation adaptability. The leaders of change credit knowledge transfer as an essential tool that helps them manage digital transformation, close skill gaps, and reduce adoption risk. Knowledge transfer empowers employees to manage their own skill development and gives them access to the information, expertise, documentation and tools they need to become an expert on new systems. It empowers with the essential support they need to be successful at their jobs even when the company is changing around them.• Identify an expert to set the standard, who can train a team of people to be experts in the new system. • The next step is to create a skill development plan. Collaborate with the expert to identify the skills that the employees and trainees will need to develop to become proficient in the new application. After the skills development plan is set, break down each of these skills into teachable blocks that can be learnt within a timeframe. • In the process of knowledge transfer, trainees and apprentices are the principal knowledge receivers. As apprentices and trainees have the most to gain, it is essential to arm them with processes, tools, and goals to get to work in a way that works for them. • The final step is to test the transfer. To test, create a series of questions for each lesson for the trainees and apprentices. When they can answer each of the questions to the expert’s satisfaction, both the expert and the apprentice can be confident that the new skill has been acquired and the apprentice is now proficient in the new application.Digital transformation efforts are coming up short on the intended ROI partly because it is as much a leadership issue as it is a cultural, strategy, technology and talent issue. Some challenges that organizations face when taking the transformation journey include lack of funds, the need to replace legacy systems, cultural challenges like resistance to change and lack of people with the right skills. In order for digital transformation initiative to succeed, it is essential that the organization changes the way it does business. This can include getting employees reskilled, analysing processes and investing in infrastructure to clean up legacy IT chúng tôi following priorities are the key to a digital transformation maturity and success:An organisation’s success into digital transformation depends on how its employees have embraced change management. Organisations must work together with employees to develop digital literacy, train and engage them around a digital transformation vision, to empower them and become partners in transformation chúng tôi many organizations, data is fragmented, siloed and not monetised. Businesses must build centralized data infrastructures to support cross-functional efforts, in a bid to promote integration, collaboration and unify digital transformations around data-supported efforts. Organisations must not shy away from investing in data science, artificial intelligence (AI), and machine learning chúng tôi an organisation implements digital transformation, it must audit the current levels of progress at strategic intervals to track the digital progress, and align its roadmap with those that are succeeding the change.Organizations hurry up to prioritize customer experience initiatives without studying their customer’s digital or mobile experiences. For a successful Digital Transformation, change leaders need to understand how customers’ intents, preferences and behaviours, are evolving to shape digital strategies. Once an organisation knows why it needs to change, it must determine how digital transformation will affect its business processes and must begin planning strategies to carry out the initiative, and must engage its employees towards the change. The key to digital transformation is achieving the highest levels of customer satisfaction with an increase in revenues. Once these are achieved, an organisation will be marching ahead of its competitors and setting up a change in the corporate arena.
Creating a successful business is far from simple. Even the most successful companies will experience highs and lows as they build towards the future. However, there are some processes and ideas you can implement to make this journey smoother. Below, we explore four lessons for a successful business.Four Lessons for a Successful Business 1. Learn from your mistakes
Mistakes should be seen as an opportunity to refine your process and learn. When your business gets something wrong, therefore, try and develop from the mistake. This can be achieved by reporting and reviewing processes throughout the year and analyzing what happened.
Also read: Top 10 Best Artificial Intelligence Software2. Surround yourself with the right people
A successful business requires a team effort. From the bottom to the top, you need talented employees that are aligned with your vision.
For instance, a dedicated and efficient management team that can help take your business to the next level. Plus, with dedicated services available to help you bring in talent, the hiring process doesn’t have to be too arduous. Interim management services are one particularly effective way of surrounding yourself with the right people.3. Be prepared for change
As the pandemic has shown us, the best businesses are prepared for change. With seamless working from home strategies and processes in place to ensure work continued without any disruption, the most organized businesses thrived during the pandemic.
Also read: What Is Gaming In Metaverse? 7 Best Metaverse Games To Try (#1 is played by millions of YouTubers)4. Always look forward
The most successful businesses are proactive rather than reactive. This means that they look ahead and plan for the future, rather than getting caught up in the present. And forward-thinking attitudes can take a business a long way.
By removing yourself from the present you can avoid any short-term volatility and work towards long-term progression.
The best way to achieve this approach is to empower your employees and trust in them. By searching for short-term results you could miss out on long-term gains.
Making your business successful requires plenty of effort and determination over a long period of time. And that’s even if you have a revolutionary idea!
However, by looking forward, preparing for change, surrounding yourself with the right people, and by learning from your mistakes, you should be able to put your business in the best position to thrive.Steph King
Steph King is a content writer from the UK with a passion for writing about Business and Marketing.
Also see: Top 15 Data Warehouse Tools
In the current tech era, there are two phrases that are viewed with almost mystical awe. First, “digital transformation” – we hear that effective digital transformation is the panacea for all enterprise concerns. Second, “data integration.” A massive chunk of enterprise spend goes to data integration.
1. How does being great at data and analytics impact business transformation?
2. Why is data analytics still so hard for vendors?
3. Apparently in the COVID-19 crisis, hacks are up markedly. Given this, how important is data governance, data privacy, data security?
4. As we move to cloud more often, where is data? And how do you integrate it and make it useful?
5. What is the future of data integration and digital transformation?
To provide insight into digital transformation and data integration, I’ll speak with two top industry thought leaders:
Myles Suer, Global Enterprise Marketing Head, Dell Boomi
Martin Mocker, Co-author of “Designed for Digital“
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Suer: “I think the digital transformation has gone through a couple of phases. I think the initial phase was taking the analog process in making a digital one.
“I like to refer to Concur. I know it was a later piece of software but everybody can relate to expense reports and stapling things together in paper and they took that paper process and made it digital. And for me, it got me paid before the expense cycle on my credit cards which was a good thing.
“I think digital transformation today is very different, it’s about how do I transform and change the business? And there’s lots of great examples of. One of my favorites is General Electric where they started making streaming data off of jet engines and the president of company says, “Well, what does that mean for us? How does that transform what we do?”
“And they changed their business model, they’re no longer selling jet engines, they’re selling a service that says to the airlines, “I’m gonna keep you flying.” And there’s just lots of examples like that.
“Our mutual friend, our friend Jeanne Ross like to talk about her shopping experiences at Nordstrom, where she transformed how she purchased and figured out what she wanted. So the challenge for the CIO and the challenge for the business today, is to add as a business capability, data and analytics, and then use that to transform the business and how it interacts and sells to its customers.
Mocker: “Well, the business models get transformed. We view digital transformation or business transformation that has to do with digital, it’s two different transformations actually that are going on. And the role of data in that is also different, depending on which transformation you’re looking at.
“One of them we called digitized and the other one being called becoming digital. Digitization is about using digital and data to improve operational excellence in your business processes, how you do things. And digital is exactly about what Myles talked about, it is using digital to create new offerings for your customers. You try to solve problems for your customers you weren’t able to solve before.
“And with digitized, data plays an important role and it’s about a transparency into your processes, visibility into your processes, showing data among processes. And for digital, data moves into your offering towards the customer. For example, you want to offer consulting services based on the used data of your machines that you are selling if you’re a manufacturing company, so very different roles, more internal versus external customer-focused.”
Myles: “Part of is the way we thought about our organizations. And so now you’ve got all this data and the silos and you’ve got to get it out, you got cleanliness issues because it’s not perfect. You’ve then got issues with it because there isn’t a single view and then once I do that I, if I’m gonna do analytics, I’ve gotta prep it and make it ready and then the data scientist spend, as a friend of mine likes to say, most of their work doing janitorial things rather than building model.
“And so all of those things are need to get solved and they need to get solved quicker. And Martin, you know these as well as I do, I had to call, send Jeanne a note saying okay tell me what how it breaks out. But only 28% of companies have digitized and when you look at it, you got 51% that are still in silos and 21% that I like to say you’re in duct tape and Band-Aids. So a lot of businesses aren’t good at it, but they have to get on in it or they’re not gonna cross the digital chasm.
Mocker: So one thing is technology legacy and it’s the spaghetti of systems. You have data everywhere. They’re in silos. Everyone loves their own data and it’s hard to integrate.
“I think the other legacy issue we have is the business legacy. I’d say if we talk about data integration, data integration is really business integration. One of my favorite examples is USAA, when they moved towards becoming a more integrated company on their offering side, we move away from just selling individual products. Like here’s a car insurance, here is a car loan towards we help you buy a car.
“You need to integrate across your business units and that’s hard, and that takes so much more than integrating the IT system. It means we change incentive systems for our salespeople. We change the governance structure. How do we make decisions across these different units?
“Our prioritization process changes. It means skills. They had to go through organizational surgery and that is just really difficult and you don’t do it unless you have really pain or lots of passion.
“It’s a moving target for sure and these things do interact with each other. Technology allows you to do things you weren’t able to do before but it requires you to change in ways you weren’t able to change before. Absolutely.”
Myles: “I think that if you look at it, we haven’t governed things before – we, for a long time, thought about putting moats around our castle. And we think about firewalls. That’s kind of the world that we were in but a friend of mine wrote this book several years ago called The Privacy Engineer’s Manifesto and she talked about why aren’t we designing for data access in terms of who can see something, who can’t see something and so we really need to think more broadly about the data we collect, why we collect it, but how we protect it.
“In many cases, the courts have said that the data is co-owned. So we have a stewardship relationship with the data folks. So, but data governance has been a tough thing, for a long time CIOs told me they didn’t wanna even get into the topic. They didn’t like it. They want somebody else to go find the stewards and all that but that’s changed.
“So CIOs are taking a more active role and so are chief data officers. Both of them are trying to get in place the practices and I think the business is starting, with COVID-19, if they weren’t already to realize the data is really important, and access to data is important and they need to protect that stuff.”
Mocker: “Well, it’s both a boon and a bane, right? On the one end, so data is clearly moving into the cloud but it’s not just moving into one cloud, it’s not just moving into your cloud and it’s kind of like within the cloud – it’s moving towards the edges. So it’s everywhere. So data is ubiquitous. It’s everywhere.
“Which makes the integration issue well more challenging for sure. And I think there are a number of ways to tackle that on the technical side but also from the business side. I think what it takes from the technical side a lot of well make the data available via APIs, your own data within your own company. So you have various platforms there which serve different purposes. You have the operational systems.
“You have the digital offering platform and they need to talk to each other. You wanna, whatever register, and you IoT connected product on the platform. That’s one platform. But you also need to be able to invoice, that’s your ERP system. You wanna decouple them via APIs, right? And so that’s clearly a trend. You put an API on everything if you wanna get the data.
“And it’s external for your offering. So you’re offering data externally, but it’s also within your company, of course, everything gets wrapped in APIs and component ties. I think this integration issue what it needs to actually work from the business side is you need to have a purpose from the business side.
“So I think when I talk about APIs and say, “Hey, you wrap your systems in APIs or your data in APIs.” There comes this, “Oh, yeah, let’s have a big project that actually does that to all of our systems,” and that’s typically like, “No, no, you don’t wanna do that.” You actually wanna have kind of this push by offerings or by business process initiatives that there’s a business purpose that pushes for a step-by-step integration because otherwise it’s going to be tough.
“I think you do wanna use an API strategy. I think you just don’t wanna use the big bang, this large master data management like we are going to change this world and after this seven and a half years’ project it’s going to be a bright future. These projects are very tough to get funding for, to keep going over a long perspective, and to get business people to get ownership for and to kind of see the value in it.
“But if the integration is being done kind of offering by offering if you can say like, “We have a new offering that we wanna create and we need to integrate data from all of this,” all of a sudden you have a business push. We need to get this out and that is when integration works.
Myles: “I think there are a lot of companies out there who, their message is, “Hey, look, go and throw away all your integrations that you’ve built up over the years and then now go build APIs.” And they end up going, “Wait a minute. You have to code all these things.” And there it slows them down in the process.
“So we think a smarter strategy is to start from your integrations and then off of that you build APIs, but let me give you one amazing example. So I had an early view of Martin’s book because Jeanne sent it to me to review and I had gotten to the point where I’d read about DBS Bank and I got this request, the enterprise architect for DBS Bank was to come see it.
“He really just said we’re doing it. We really do have account. What they did is they created two catalogs, they created a catalog for internal use which was broad and deep, and then they created a catalog for external users.
“And so one of the things they exposed is an API. I would never have thought of before was, let’s take our ATM application and expose it as an API. This company came along and said, “Oh, I can make this mobile payments application where you could go into a convenience store and pull cash out from the cash register.” Which actually is a win-win.
“I studied this several years ago and cash is actually the most expensive form of payment because it gets lost and pilfered and all these things happen. And so if you can pull cash out of the cash register, it’s a good thing for that convenience store. And so who would have thought you could have taken the ATM application which was built years ago, put a wrapper around it, and expose it.”
Mocker: So here’s the answer I would love to give. It’s going to be really exciting. It’s going to be people are going to do so many cool things with data, with their own data, and they are going to allow other people to do even cooler things with their data because we’re moving towards an ecosystem economy, and lots of companies are thinking about, “Well, so I have this digital platform and these other data and how do I enable others to innovate on it?”
“And that would be awesome because assuming that you are the only one who has the coolest ideas and the best people, isn’t probably the best assumption to make. So I’d love that answer.
“I’m skeptical whether that is going to be the case in 24 months because these things take a long time and companies have been at the data integration part in their operational systems for decades, and large companies… BISF announced in 2023, in 2025 we’ll have restructured our architecture.” Which sounds: are you crazy? But no, it’s not crazy. Seven years is actually pretty… I mean it makes sense to actually plan for this.
Mocker: So I think it’ll look cooler, but I don’t expect that everything will be so much ahead. I mean, so people do underestimate how fast things can move. And digital is all about speed but, man, do digital transformations take time.
Myles: “Booze and Company came up with this idea about capabilities years ago. And enterprise architecture adopted. I’m trying to figure out where the origin point of the connection was, but I haven’t figured that out yet. But I think data and analytics are becoming a core capability of businesses.
“But I was encouraged a few years ago, I went to a class, to an all-day event with a bunch of modelers. And it was funny after a while ’cause I knew enough to be dangerous. And I had to calculate between my two master degrees, how much, how many classes I had and realized I had taken seven classes on it, but it was interesting because what they were doing were solving really interesting problems.
“And so, if you aren’t helping them make their data useful to use something that open group talks about making data useful, you’re not doing something about that now and then building your modeling community. And organization also matters importantly about this time.
“Davenport has talked a lot about you need to have a centralized organization that’s shared out rather than here there’s a modeler in this group and a modeler in that group. There’s a lot that happens from collaboration. And then you need to figure out how do I discover and expose the data I have? If I can do all of those things, I can start to do it, but IDC has done this analysis and just about every industry has a competitor coming about me.
“There is an example in one of the books I read recently of a company in Asia Pacific that does more online transactions – by about five times – then Chase Bank. And everything is automated from the credit scoring through all of that stuff. They build models for how do you figure out all of that stuff? So, if you’re not building that quickly, you’re in a difficult situation.”
Internet marketing is not only about having a web page and being present in social networks, but also about making the most of the resources offered by the internet. Now, we have the possibility to provide valuable content to users who request it in exchange for their data, and with this data, we can send them emails explaining in an attractive way what we can do for them and what they can obtain from us, and turn them into customers.Everything depends on the subject
The subject of the email is what will make the recipient open it or not. It is the first contact that the potential client will have with your mail, so you have to be very careful not to waste the opportunity to get a client because of the subject that sounds like spam.
When deciding whether or not to open a mail, we generally consider two fundamental factors: the subject and the sender. If the sender is unknown, we will rely entirely on the subject to make the decision, and this will not take a few minutes, but it is a quick decision for a few seconds. So it is ideal for the subject to be short, direct and that it offers something to the recipient so that he/she is tempted to open it.
Since the objective is that the reader opens it, the most important thing is the call to action. If we also create a sense of urgency, the user will be tempted to open the mail once he sees it in his inbox and does not leave it for later. Including numbers will increase the opening rate, and some people also include emoticons in the subject.
Another resource is to use the titles of the posts you share in the mail, but keep in mind that you have to hook the receiver by offering something of value.Use tools to manage your mailing campaigns
Your mailing campaigns will be better managed with a suitable tool to schedule the posts, organize databases, etc. Do not be seduced by the word “free” and choose the cheapest one to save money. Choose the tool that best suits your goals and do not mind spending a little to get much more profitable benefits. Some of the most used (and rightly so) are MailChimp, Mailrelay or Aweber.
Customize the emails with the recipient and do not overwhelm him
Has it ever happened to you that you subscribe to a page and, from that moment, you receive an email every few hours? It’s annoying, right? It is so annoying that you end up unsubscribing, or deleting their emails as soon as they arrive, or blocking all messages that come from that page. It is not a situation in which you would like to find yourself.
Sending a huge amount of emails, in the long run, is counterproductive. Of course, the intention is not to overwhelm your subscribers, but to keep them as well informed as possible. But maybe this is not the most appropriate way. Do not send an email every day; create intervals sending emails. A good option is to send a mail once a week: every Monday to start with strength, every Tuesday for people to focus on returning to work on Monday, every Thursday to dismiss the week. Choose a day and a time when the receivers are more likely to read and keep them.
Once you have defined the frequency with which you will be sending your mail, use the database to personalize the recipients. A personalized email calls more attention than one that is noted to be generic and is intended to be sent in bulk, so that, if you can include the name of the recipient in the mail or in the subject, do it. In fact, a personalized matter has a higher opening rate than a non-personalized. If the recipient gives the impression that he is receiving personalized content exclusively for him, he will not be so reluctant to open the mail. With the database, you can personalize the message with the names of the recipients, the place where he lives, the contents that most interest him, etc.Send valuable content
We have to create content with the same frequency with which we elaborate email campaigns because if not, we will not have anything to send. You must send valuable content so that the recipient is tempted to open not only the mail but also what you are sending in it.
If you do not see yourself capable of creating enough valuable content each week to include them in your mail strategy, do not do it. Don’t stress yourself because you will end up writing anything and what you think is a quality content at best is a small trip caused by the rush and that will not please the receiver very much. If you cannot send valuable content every week, for example, change your mail strategy and send newsletters every fortnight, and you’ll have more room to create these contents. As we have already said, we should not burden recipients with messages day after day and it is not so much about sending three weekly mails; the important thing is that the frequency is constant and that the content is of quality so that your subscribers find it useful.In the end, the content is the key
In an email, we have to say everything we want in the smallest possible space, in a clear and concise way. The trick to achieving this is, simply, practice. Read and write as possessed daily not only to improve how you write but also how you organize the ideas you have in your head and the messages you want to convey.
If, for example, the newsletter talks about the contents of some specific posts of your blog, you have to know how to sell all those posts in a few lines, always leaving a little space for the imagination so that the recipient decides to go to those articles and read them in their entirety.
I switched from Android to an iPhone back in 2012 and I have never contemplated switching back to Android since then. I won’t go into all of the reasons why but I guess one of the main ones is that the iPhone works really well and the apps are fantastic.
Since my first iPhone 4S back in 2012, I have had a further three models and I am now on the iPhone 7 which I am extremely happy with. I install and test literally dozens of apps every single week, but there is always a core group of apps that I rely on every day and never uninstall.
Table of Contents
If you are coming to the iPhone for the first time, here is what you should be installing and using.
The best thing you can do from the point of view of email on the iPhone is to avoid the hideous and unusable Apple Mail app. Outlook is marginally better but the Gmail app is still light years ahead. As well as Gmail, it supports multiple other email services.
I am seriously considering switching to Protonmail for my email but until they improve the features and increase the amount of space in an account, I’ll stick with Gmail for now.
There are obviously Gmail desktop features that are not available on the smartphone app (such as my favorite “Canned Replies”) but most other desktop features are slowly creeping their way into the app.
Out of all the social media apps available for the smartphone, the best one to have is Instagram. Not only are there fewer trolls, politics, and other crap on there, but Instagram was built for the smartphone. Why do you think you can’t upload pictures on the Instagram website?
The best thing you can ever do is not have Facebook or Twitter on your phone. That will result in a significantly less amount of stress and your blood pressure will thank you for it.
After being a long-time Chrome user, and then briefly flirting on the Dark Side with the Edge browser, I went back to Firefox.
Firefox is faster, Bookmark Sync has markedly improved, and Mozilla cares deeply about your privacy. This is amply shown with features such as a pop-up blocker, strict tracking protection, DuckDuckGo as the search engine, and you can also use TouchID to open the browser (stopping snoopers from viewing your web browsing history).
Although I am still stuck with WhatsApp, due to my family and friends refusing to stop using it, I am having gradual luck getting people to switch over to Signal.
I have been a huge cheerleader of Signal right from the very start. I am very paranoid about the thought of anyone listening in to my conversations, which is why I use WhatsApp, Facebook Messenger, and Skype VERY sparingly.
WhatsApp has been hacked, Facebook Messenger is owned by Facebook (enough said there), and Skype conversations are listened to by Microsoft contractors.
Signal on the other hand is heavily encrypted and no logs are kept whatsoever for law enforcement to seize.Apple Wallet
Thanks to the built-in Apple Wallet, I am rarely carrying my actual physical wallet around anymore.
It took a long time for Apple Wallet to reach Germany but now that it has, I have scanned my bank card into the app and now pay for everything by contact-less payment.
Apple Wallet also supports a great deal more apps such as airlines (so you can have your boarding passes on your iPhone screen), the iOS App Store, Starbucks, and other travel apps such as trains and hire cars.
Although I still keep Dropbox on my phone, I am more or less reliant on Sync for my cloud storage needs. Not only is it much cheaper than Dropbox but it is also an encrypted form of cloud storage.
At a fraction of the price, it has a lot of the features that Dropbox has – just more secure. Camera Upload ensures your iOS photo albums are always backed up, files can be exported from Sync to your iOS device, and a passcode lock stops anyone from looking in your Sync folder behind your back.
A password manager should always be a big must for anyone using the Internet. It also becomes even more invaluable when you are inputting passwords on a smartphone. Anyone with big fingers like mine finds it frustrating to type in passwords on an iOS screen so MiniKeePass makes it a whole lot easier.
MiniKeePass is the smartphone version of KeePass so you need to have a KeePass database set up with your passwords inside. Then perhaps keep the database in cloud storage and use MiniKeePass to access the database that way.
It’s a standing joke in my family that I could get lost at a map convention. I have no internal navigation to speak of. If I see a landmark, great. But otherwise, the streets look alien to me and I am wandering about my hometown like a drunk tourist.
Google Maps was my choice of mapping app for quite some time, then I tried Apple Maps. But then Apple Maps got me lost (honestly!), so on a friend’s recommendation, I tried chúng tôi and was really impressed.
The maps are more detailed, the offline capabilities are better than Google, and when you’re walking, it’ll even tell you if the route is uphill or downhill!
I am not a huge music fanatic but when I hear something good on the car radio, I want to know who it is for later. Even though all the radio plays these days is Ed Sheeran, you can check out who’s singing what with Shazam.
If you are not familiar with Shazam, you place it against the source of the music and let it listen to it. Within 5-10 seconds, Shazam has identified the song and singer for you like magic, and stores it for you on your Shazam app for later.
It can even sync up with your Spotify account and make a playlist of all your “Shazam-ed” songs. But since Shazam is now owned by Apple, there is now much closer integration with Apple Music.
Finally, we end with a scanning app that all self-respecting smartphone users should have on their phones. If you look in the App Store, there are countless possibilities but my favourite is Scannable, made by Evernote.
There are lots of scenarios where a scanner app would be invaluable – if you are a student, you can scan notes and snap pictures of whiteboards. If you are in a library, you can scan pages. You can scan photos, letters, receipts…..the possibilities are endless.
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