‘Hey You? Get Off My Cloud’: Evaluation of Cloud Service Models for Business Value within Pharma X
Notice bibliographique
Résumé
Recent reports note that managers need to operate at the intersection of business and current innovative technology. Most notably, ‘Strategy is not just informed by technology but powered by it’. The opportunity to evaluate aspects of ‘cloud service models’, as critical new systems, is therefore invaluable. Our research offers a pragmatic view of the characteristics of these technologies and a useful approach for identifying which may be most suitable in relation to the generation of business value. An example is provided of cloud service requirements within a multi-national pharmaceutical company (Pharma X) which is considered as a complex organizational context of significant interest. A highly qualitative methodological approach was adopted from personal interviews with a number of senior managers involved in new technology adoption. The extent of ‘benefits’, ‘risks’, ‘when to use’ and ‘when not to use’ were determined for a variety of common cloud service models to provide a schematic of important issues for evaluation and development. The research is insightful for large private sector multinational organisations which extends an analysis beyond the usual public sector studies. We conclude with lessons learned which demonstrate the most appropriate cloud enabled business models that support senior managers engaged in cloud service processes. Recent reports note that managers need to operate at the intersection of business and current innovative technology. Most notably, ‘Strategy is not just informed by technology but powered by it’. The opportunity to evaluate aspects of ‘cloud service models’, as critical new systems, is therefore invaluable. Our research offers a pragmatic view of the characteristics of these technologies and a useful approach for identifying which may be most suitable in relation to the generation of business value. An example is provided of cloud service requirements within a multi-national pharmaceutical company (Pharma X) which is considered as a complex organizational context of significant interest. A highly qualitative methodological approach was adopted from personal interviews with a number of senior managers involved in new technology adoption. The extent of ‘benefits’, ‘risks’, ‘when to use’ and ‘when not to use’ were determined for a variety of common cloud service models to provide a schematic of important issues for evaluation and development. The research is insightful for large private sector multinational organisations which extends an analysis beyond the usual public sector studies. We conclude with lessons learned which demonstrate the most appropriate cloud enabled business models that support senior managers engaged in cloud service processes. Recent reports note that managers need to operate at the intersection of business and current innovative technology. Most notably, ‘Strategy is not just informed by technology but powered by it’. The opportunity to evaluate aspects of ‘cloud service models’, as critical new systems, is therefore invaluable. Our research offers a pragmatic view of the characteristics of these technologies and a useful approach for identifying which may be most suitable in relation to the generation of business value. An example is provided of cloud service requirements within a multi-national pharmaceutical company (Pharma X) which is considered as a complex organizational context of significant interest. A highly qualitative methodological approach was adopted from personal interviews with a number of senior managers involved in new technology adoption. The extent of ‘benefits’, ‘risks’, ‘when to use’ and ‘when not to use’ were determined for a variety of common cloud service models to provide a schematic of important issues for evaluation and development. The research is insightful for large private sector multinational organisations which extends an analysis beyond the usual public sector studies. We conclude with lessons learned which demonstrate the most appropriate cloud enabled business models that support senior managers engaged in cloud service processes.
Récupéré en direct depuis OpenAlex et désinversé. Les résumés ne sont pas conservés dans cette base de données : les index inversés représentent 8,6 Go des 9,3 Go de texte de la base, et le serveur dispose de 13 Go libres.
Comment cette classification a été obtenuedéplier
Prédiction distillée sur la base complète
Imitation des enseignantsNi prévalence calibrée, ni vérité terrain. Validation humaine à venir. Apprise à partir de 10 348 étiquettes directes de Codex et de 10 348 étiquettes directes de Gemma. Le mode candidate est l'union des têtes enseignantes seuillées; le consensus est leur intersection. Ces sorties portent le statut machine_predicted_unvalidated et ne sont ni des étiquettes humaines ni des étiquettes directes de modèles de pointe.
Scores Codex et Gemma par catégorie
| Catégorie | Codex | Gemma |
|---|---|---|
| Métarecherche | 0,011 | 0,000 |
| Méta-épidémiologie (sens strict) | 0,000 | 0,000 |
| Méta-épidémiologie (sens large) | 0,000 | 0,000 |
| Bibliométrie | 0,001 | 0,002 |
| Études des sciences et des technologies | 0,000 | 0,000 |
| Communication savante | 0,000 | 0,003 |
| Science ouverte | 0,002 | 0,000 |
| Intégrité de la recherche | 0,000 | 0,000 |
| Charge utile insuffisante (le modèle a refusé de juger) | 0,000 | 0,000 |
Scores machine (provisoires)
Les deux têtes enseignantes du modèle étudiant, lues sur ce travail. Un score ordonne la base pour la relecture; il n'affirme jamais une catégorie, et le statut de validation accompagne chaque rangée tel quel.
Scores de référence d'un modèle non mature (critères de maturité non atteints, 7 itérations). Un score ordonne; il n'affirme jamais une catégorie.
score_only:v0-immature-baseline · tel quel depuis la passe de notation : score_only signifie que le nombre peut ordonner les travaux, et qu'aucune étiquette de catégorie n'en découleClassification
machine, non validéePrédiction automatique; un appel candidat d’une seule tête enseignante, pas un consensus.
Le détail, modèle par modèle et score par score, se trouve en fin de page sous « Comment cette classification a été obtenue ».