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A Playbook for Managing at the Crossroads

OUR LATEST THINKING

Innovation Beyond The Four Walls

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FEATURED NEWS

August, 12, 2015

New England Healthcare Exchange Network Turns to Cognizant and TriZetto for Technology Innovation and Collaboration

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The Cognizant Difference

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FOSTERING INNOVATION

Organizations must innovate or face extinction. Tweaking existing processes and business models for the last dollar of costs or sales is necessary but not enough. Business and IT leaders must open their minds and ears to customers, business partners and every employee rank within their own organizations.

Sadly, most companies aren’t very good at this. Success requires carefully prioritizing incremental versus potentially game-changing initiatives and accepting that innovation is an unpredictable process that resists easy ROI calculations. Driving innovation requires casting a wider than ever net for ideas. Innovative ideas can come from newly-hired employees, those relatively low in the organization, in newly-acquired business units or from contractors. Even disaffected employees might have the market insights and fresh disruptive ideas an organization needs. Organizations must take a flexible but disciplined approach to prioritizing efforts and calculating ROI.

ASK SPECIFIC QUESTIONS

Popular myth says we should solicit a broad swath of ideas, without any restriction and then evaluate all of them on their individual merits. In our work with clients, we have found there are more efficient ways of generating valuable ideas.

Cognizant encourages teams to think outside the box-to resolve highly specific questions. For example, rather than devising a grand plan to accelerate go-to- market, we work closely with our clients on smaller pieces of the puzzle that can deliver high value.

  • Our Latest Thinking

Connected Products for the Industrial World
By leveraging product-centric connected ecosystems, manufacturers can create new and more effective business models, advance operational excellence, and design and develop better products and services that align with customer needs and preferences.
Transforming Finance and Accounting to Optimize Financial Close
Many firms are working to accelerate and improve the daily financial close, but are far from ready. By formalizing the F&A value chain, modernizing and strengthening their F&A platform, assessing and optimizing existing service models and heightening overall F&A governance, companies can achieve this goal, supported by a set of success factors for measuring progress and aligning transformation activities.
Delivering User Excitement in the Digital Era Through an Enterprise Service Hub
To succeed in a digital world, enterprises must reengineer their help and service desks along a hub and spoke model, employing analytics and total case ownership to satisfy internal and external user needs as soon as they arise.
Tailoring Omnichannel Fulfillment Strategies to Network Segments
There is no one-size-fits-all strategy for optimizing the supply chain. However, when implemented with network segments, omnichannel fulfillment can help retailers optimize inventory at every point, meet or exceed service expectations and reduce the overall cost to serve.
High-Velocity Supply Chains for Perishables: A Fresher Proposition
In the perishables sector, providing the freshest products to customers remains a challenge, since doing so is not tied to a single business function. Developing a high-velocity supply chain is one of the most straightforward strategies for ensuring freshness, reducing shrink and realizing top- and bottom-line improvements.
The Affordable Care Act and Its Impact on Workers’ Compensation
While the Affordable Care Act (ACA) is expected to reduce the number of uninsured and improve personal wellness in the U.S., the law's changes in workforce definitions will significantly impact workforce dynamics, employee hiring, employers' benefits strategies and wellness programs — requiring a reevaluation of how workers' compensation is accounted for and delivered.
Enterprise Risk Management: Minimizing Exposure, Fostering Innovation and Accelerating Growth
Formal policies and processes for enterprise risk management (ERM) are common among large corporations, such as those in finance and healthcare. However, most technology‑focused companies consider ERM an obstacle to innovation. When properly implemented and maintained, an enterprise risk management program can lessen risk, accelerate strategic development, drive innovation and bolster bottom‑line growth.
The Rise of the Smart Product Economy
Making products smart can deliver game‑changing innovation, enriched customer experiences and new, across‑the‑board levels of efficiency. Our latest research reveals practical steps business leaders can take to benefit from this quickly intensifying and accelerating trend.
Creating One Customer Journey Ecosystem that Meets All Banking Needs
The ability to aggregate and analyze customer data in one place rather than in silos empowers banks to apply forensic and predictive analytics with a lens across the entire institution.
A PLM Accelerator for Socio‑Interactive Automotive Product Development
For automakers to feed social sentiment insights into their existing product lifecycle management (PLM) systems and create a streamlined product requirement, ideation and design process—we offer a social PLM accelerator called product user likes and systems engineering (PULSE). We contend the PLM system should be retrofitted to accommodate socio-interactive product development.
 

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