Students who use collaborative annotation tools learn and build community, according to a new study. Many faculty members are enthusiastic proponents of the tools, even while acknowledging their limitations.
Matthew Luskey, assistant director of the University of Minnesota’s writing across the curriculum program, wants undergraduates in his classes to talk with each other when they first encounter an essay such as Vershawn Ashanti Young’s “Should Writers Use Their Own English?” But several of his classes are blended, which means that some of the “talking” needs to happen online.
Luskey could direct students to a discussion board in the learning management system, but “talking” there tends to be linear; one student may comment, followed by one or two replies, followed by another student comment and so on. Also, when a student wants to refer to a section of the text on a discussion board, they must import the quote, where it sits apart from the rest of the essay, cutting short conversations that might have naturally emerged from the context.
For these reasons, Luskey is a proponent of online tools that facilitate social annotation—collaborative reading, thinking and marking up of an article, webpage, podcast, collection of images or video. Now, a new study offers evidence supporting what Luskey has long observed: online social annotation helps students understand and construct knowledge around scholarly content, while at the same time building community.
Social annotation tools may be the natural evolution of collaborative learning and reading in online spaces. Instead of students engaging in discussions about a text in a corner of a learning management platform, they congregate over the source itself. Many faculty members are enthusiastic proponents of social annotation tools, even while acknowledging their limitations.
“It’s bringing that collaborative energy right to the thing, with zero distance between it and our peers,” said Dan Whaley, CEO and founder of Hypothesis, a company that creates open-source software and pushes for standards in online social annotation.
Students have long marked up texts to make sense of reading. When they collaborate online, they not only have access to a wider range of annotation tools for text but also may annotate a wider range of content, including audio and visual sources.
To start, students go online and open an article, book, graph, photo, webpage or other object of study. Then, working asynchronously, they highlight passages and add digital comments, questions, links, images or audio or video clips. When the object of study is an audio file or video, the annotations are anchored with a time stamp. Students can also tag and aggregate notes with hashtags. The social part happens when they read and respond to each other’s annotations.
No fancy tools are needed. Students may, for example, work together on a shared Google document. But for PDFs, webpages or other artifacts, they may need a tool such as Hypothesis, a free browser extension that allows users to make private, semiprivate or public annotations. (Update: The browser extension is free for users on the web; schools that integrate the service into their learning management systems pay a fee.)
“Social annotation became hot in the pandemic,” Luskey said. “People were looking—sometimes desperately—for ways to maintain community in online spaces that weren’t initially designed to be an online space.”
When students use social annotation tools to study a shared piece of writing or other object, their peer-to-peer interaction makes their thinking visible and invites discussion.
“The text shapes the form of the conversation that is happening,” said Esteban Morales, a doctoral student in the University of British Columbia language and literacy education program. The marked-up version that results serves as a “heat map” for the interaction.
When social annotation happens online, students construct knowledge by way of elaborating, clarifying and asking questions, according to a study Morales and his team published this year based on 2,121 annotations written by 59 students in three undergraduate courses at a Canadian university. Students might, for example, list assumptions in a reading, connect ideas with examples or ask questions that prompt further discussion.
At the same time, students who engage in online social annotation also build consensus, support each other and debate—though to a lesser degree than they elaborate or clarify, and ask questions—according to the study. For example, they might negotiate a definition or interpretation, empathize with each other, or offer a different point of view in a direct reply.
Social annotation activities may also redress instances of inequity. Unlike in-person class discussions, students who prefer to reflect before responding have equal opportunity (within the bounds of the assignment deadline) as those who are quick to reply. Likewise, marginalized students who may be less inclined to speak in class may be more at ease adding their voices to the digital notes.
Despite the benefits of social annotation, instructors interested in incorporating the practice into their teaching can get started in less-than-perfect ways, according to proponents.
As with other technology, instructors should first ensure that they know how to use the tool. Then they should allocate class time to instruct students on its use. Even when all are versed in the mechanics, students may need guidance on how to engage.
“Something similar happens with peer response, right?” Luskey said. “The research shows it’s a good practice, but we’ve all had crappy experiences doing peer response—oftentimes when we don’t know what we’re supposed to be doing, when there’s no protocol, procedure or clarity about the process.”
Guidance for annotators often involves two steps.
“Highlight something that is confusing and ask a question about it,” Derek Bruff, visiting associate director at the University of Mississippi’s Center for Excellence in Teaching and Learning, suggested as an example. “Highlight something that you find surprising and then write why you find it surprising. Highlight something that reminds you of something else we studied, and make that connection explicit.”
Social annotation may help students grapple with, for example, a first pass on a reading, though it may be less effective when they are asked to summarize or respond to an argument about a whole document, according to Bruff. Also, faculty members who adopt the tools specifically for autograding features may be disappointed.
“They’re not just there because they must make seven annotations and respond to two of their peers’ comments,” Bruff said. “That’s going to bring a lot of artificiality to it.”
Ithaka, a nonprofit focused on improving access to knowledge and education, recently made a $2.5 million investment in Anno, the public benefit corporation that is home to Hypothesis. The two organizations are also working together on a pilot project that will enable instructors and students at select colleges to use Hypothesis to annotate articles available in JSTOR within their learning management systems. In time, they plan to provide the service to all JSTOR users.
“We’re hopeful that connecting Hypothesis and JSTOR will accelerate the beneficial use of annotation by faculty and students all over the world,” Kevin Guthrie, president of Ithaka, said of the digital library that houses more than 12 million journal articles, books, images and primary sources spanning 75 disciplines.
Social annotation advocates in academe and beyond, including a (now-closed) working group of the World Wide Web Consortium that develops internet standards, envision a world in which the practice of layering conversation over original sources is interoperable and ubiquitous.
“I don’t know ultimately whether it will be Hypothesis that brings [open interoperable annotation] to the world—we certainly hope so—but it’s coming,” Whaley said. “This is a core new capability that will be embedded everywhere … in the same way that the web and [learning management systems] are ubiquitous. Students will take for granted that somebody is there to help on that sentence … that help is on tap whenever and wherever they might need it.”
 
Resources for faculty and staff from our partners at Times Higher Education.

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Many universities and companies funnel their students and employees into various software suites. If you’re taking a course, pursuing a degree, or participating in professional training, you might be asked to use software that you simply want to avoid, for a range of different reasons. For those looking to get away from Microsoft Office, many free programs will fully replace the usual office suite. Besides, almost all of them are compatible with Windows. Read on for a selection of free office suites that are downloadable on your PC and browser.
Microsoft’s famous Office suite has been considered the benchmark among office and institutional applications for more than fifteen years. Unfortunately, each year, the pricing policy does not always favor users. Others might find their signature applications like Word and PowerPoint clunky and look for better alternatives.
This free office suite works for Windows, Linux, and Android.
· Supports Microsoft file formats
· Cross-platform
WPS Office Free is a smaller version of the premium office suite, but its impact on most hard drives is negligible. Each of the three programs of the package is as intuitive as the latest versions of Word, Excel, and PowerPoint, and is equipped with the same number of functions.
It supports a vast number of file formats, including those developed by Microsoft. The package does not have database software, but there is a great free PDF reader. The minus of the package is it displays a certain number of advertisements. They do not interfere with work and are a small fee for a completely free office software package. There are versions of WPS Office Free for Windows and Linux systems, as well as applications for Android devices.
This application is a cross-platform office suite that stores your files in the cloud.
· Available for desktops and mobile devices
· Includes 1 GB of cloud storage
To start working with the package programs, you need to log in using Facebook or Google or create an account. This is necessary because the Polaris Office is a cloud service. Your free Polaris account comes with 60 MB of monthly data transfer, 1 GB of cloud storage and can be used on up to three devices (one desktop PC and two mobile devices).
If you use a smartphone, you may be familiar with the mobile version of Polaris Office. This cross-platform free office software is available for Windows, macOS, Android, and iOS and comes with some smartphones. It is compatible with all Microsoft document formats and offers a simple interface with some basic settings. Recently, this application acquired a reputation for being one of the best word alternative programs among users. If this is not enough, you can connect Polaris Office to Google Drive, Dropbox, Box, Microsoft OneDrive and Amazon Cloud Drive, or save the work locally on your device.
The free version contains almost all the tools of the premium version.
· Supports Microsoft formats
· Includes PDF reader
Like WPS Office Free, SoftMaker FreeOffice provides analogs for Microsoft Word, Excel, and PowerPoint (TextMaker, PlanMaker, and Presentations, respectively). The package includes support for Microsoft formats, and also offers an easy conversion to PDF and Epub. FreeOffice has a somewhat old-fashioned navigation mode, significantly different from the already simple navigation of the latest Microsoft packages.
This well-made application is more than just an online office suite. Read and discover more useful information about applications on RocketFiles.com if you like various software.
· Complete open-source solution
Open365 is a fully-featured cloud desktop package. It includes the critical components of the LibreOffice suite (Writer, Calc, and Impress), as well as the Photoshop-esque GIMP image editor, Kontact Linux email package, and Seafile cloud storage. This suite is one of the applications that allow users to work with documents efficiently.
While you work with a file transfer and create a cloud storage mirror, there is a local client on your hard drive, although you still need to run the software itself in a browser. Being a full featured software, the package is quite heavy both in terms of download time and the load it exerts on your PC system.
Featured Image: Christian Wiediger, Unsplash.

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A “highly operational, destructive, and sophisticated nation-state activity group” with ties to North Korea has been weaponizing open source software in their social engineering campaigns aimed at companies around the world since June 2022.
Microsoft’s threat intelligence teams, alongside LinkedIn Threat Prevention and Defense, attributed the intrusions with high confidence to Zinc, a threat group affiliated with Lazarus which is also tracked under the name Labyrinth Chollima.
Attacks targeted employees in organizations across multiple industries, including media, defense and aerospace, and IT services in the U.S., the U.K., India, and Russia.
The tech giant said it observed Zinc leveraging a “wide range of open-source software including PuTTY, KiTTY, TightVNC, Sumatra PDF Reader, and muPDF/Subliminal Recording software installer for these attacks.”
According to CrowdStrike, Zinc “has been active since 2009 in operations aimed at collecting political, military, and economic intelligence on North Korea’s foreign adversaries and conducting currency generation campaigns.”
The latest findings dovetail with a recent report from Google-owned Mandiant, which uncovered the adversary’s use of PuTTY via fraudulent job lures shared with potential targets on LinkedIn as part of a campaign dubbed Operation Dream Job.
This involves establishing initial connections with individuals by posing as recruitment professionals as a trust-building exercise, before moving the conversation to WhatsApp, where a tailored lure document or seemingly benign software is shared, effectively activating the infection sequence.
A successful compromise is followed by the threat actor moving laterally across the network and exfiltrating collected information of interest by deploying a backdoor called ZetaNile (aka BLINDINGCAN OR AIRDRY).
But in a bid to evade security defenses and avoid raising red flags, the implant is downloaded only when the victim uses the SSH clients to connect to a specific IP address through the credentials specified in a separate text file.
Likewise, attacks employing the trojanized version of TightVNC Viewer are configured to install the backdoor only when the user selects a particular remote host from the options provided.
“Zinc attacks appear to be motivated by traditional cyberespionage, theft of personal and corporate data, financial gain, and corporate network destruction,” the company said.
“Zinc attacks bear many hallmarks of state-sponsored activities, such as heightened operational security, sophisticated malware that evolves over time, and politically motivated targeting.”
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Key milestone in GE HealthCare’s journey to becoming standalone public company leading precision health innovation; marks continued progress on GE’s plans to form three companies
GE Form 10 Highlights (Graphic: GE)
GE Form 10 Highlights (Graphic: GE)
GE Form 10 Financial Supplement
BOSTON–(BUSINESS WIRE)–GE (NYSE:GE) today announced the filing of the Form 10 registration statement with the U.S. Securities and Exchange Commission (“SEC”) for the planned spin-off of its Healthcare division, to be called GE HealthCare.
A copy of the Form 10 is available on the SEC website at www.sec.gov and can also be viewed on www.ge.com/investor-relations/sec-filings. Downloadable historical financial and pro forma financial information can also be accessed as an attachment to this press release as well as at https://www.ge.com/investor-relations/spinoff-resources.
GE Chairman and CEO and GE Aerospace CEO H. Lawrence Culp, Jr., said, “GE HealthCare is an established leader in large, growing markets with a global franchise that is positioned to deliver patient, customer, and shareholder value. As a result of its planned spin-off, GE HealthCare will have greater focus and flexibility to serve its customers and invest in growth, and this filing is an important step on that journey.”
GE HealthCare CEO Peter Arduini said, “This is a milestone day for the GE HealthCare team, who is dedicated to our mission to create a world where healthcare has no limits. We believe we have a clear path to deliver precision innovation for our customers and their patients while accelerating growth and optimizing our business as a standalone company.”
Highlights from Form 10
The Form 10 includes detailed information about GE HealthCare, including an overview of its business and strategy, historical financial information, and competitive advantages, among other details. Key information detailed in the Form 10 demonstrates how GE HealthCare expects to:
GE HealthCare will be organized into four business segments aligned with the industries it serves:
Additional Information
As previously announced, GE plans to form three independent, investment grade, industry-leading companies focused on the critical growth sectors of aviation, healthcare, and energy.
GE HealthCare will become a pure-play global healthcare leader following its planned spin-off, which GE continues to expect to complete in the first week of 2023 subject to final approval from the GE Board of Directors and other customary conditions. GE HealthCare will list on The Nasdaq Global Select Market under the ticker symbol “GEHC.” In September, GE announced GE HealthCare’s first Board of Directors, which will bring a strong mix of expertise, industry experience, and diverse perspectives to the company.
As shared in November 2021, GE HealthCare plans to issue debt securities, the proceeds of which are expected to be used to pay down outstanding GE debt over time.
The planned spin-off of GE HealthCare is intended to be tax-free for GE and GE shareholders for U.S. federal income tax purposes. To effect the separation, GE plans to distribute at least 80.1% of GE HealthCare’s common stock to GE’s shareholders. Shareholders do not need to take any action to receive the shares of GE HealthCare to which they will be entitled. GE expects to retain a stake of 19.9 percent in GE HealthCare.
As previously announced, GE HealthCare will host an investor day on Thursday, December 8, 2022, in New York, NY. GE HealthCare’s management team will present its growth strategies and financial outlook, as well as a showcase of its innovative solutions.
Investors, media, and the general public are invited to learn more about the pending spin-off at https://www.ge.com/investor-relations/spinoff-resources. Future updates to the Form 10 will be filed with the SEC and may be viewed at www.sec.gov as filings under GE HealthCare’s current name, GE Healthcare Holding LLC. The Form 10 filed on October 11, 2022, is subject to change and will be made final prior to the effective date.
*GE’s existing energy portfolio of businesses, including Renewable Energy, Power, Digital, and Energy Financial Services, will sit together under the brand name GE Vernova.
Non-GAAP Financial Measures
In this document, we sometimes use information derived from consolidated financial data but not presented in our financial statements prepared in accordance with U.S. generally accepted accounting principles (GAAP). Certain of these data are considered “non-GAAP financial measures” under the U.S. Securities and Exchange Commission rules. These non-GAAP financial measures supplement our GAAP disclosures and should not be considered an alternative to the GAAP measure. The reasons we use these non-GAAP financial measures and the reconciliations to their most directly comparable GAAP financial measures are included in GE Healthcare Holding LLC’s Form 10 registration statement, which is available on the SEC’s website www.sec.gov.
Forward-looking Statements
This document contains forward-looking statements – that is, statements related to future events that by their nature address matters that are, to different degrees, uncertain. For details on the uncertainties that may cause our actual future results to be materially different than those expressed in our forward-looking statements, including (1) our success in executing and completing asset dispositions or other transactions, including our planned spin-offs of GE HealthCare and GE Vernova, and sales of our equity ownership positions in Baker Hughes and AerCap, the timing of closing for such transactions, the ability to satisfy closing conditions, and the expected proceeds, consideration and benefits to GE; (2) changes in macroeconomic and market conditions and market volatility, including impacts related to the COVID-19 pandemic, risk of recession, inflation, supply chain constraints or disruptions, rising interest rates, the value of securities and other financial assets (including our equity ownership positions in Baker Hughes and AerCap, and expected equity interest in GE HealthCare after its spin-off), oil, natural gas and other commodity prices and exchange rates, and the impact of such changes and volatility on our business operations, financial results and financial position and (3) our de-leveraging and capital allocation plans, including with respect to actions to reduce our indebtedness, the capital structures of the three public companies that we plan to form from our businesses, the timing and amount of dividends, share repurchases, organic investments, and other priorities, see https://www.ge.com/investor-relations/important-forward-looking-statement-information, as well as our SEC filings. We do not undertake to update our forward-looking statements.
About GE
GE (NYSE:GE) rises to the challenge of building a world that works. For more than 130 years, GE has invented the future of industry, and today the company’s dedicated team, leading technology, and global reach and capabilities help the world work more efficiently, reliably, and safely. GE’s people are diverse and dedicated, operating with the highest level of integrity and focus to fulfill GE’s mission and deliver for its customers. www.ge.com
GE Investors
Steve Winoker
617.443.3400
swinoker@ge.com
GE HealthCare Investors
Carolynne Borders
631.662.4317
carolynne.borders@ge.com
GE Media
Mary Kate Mullaney
202.304.6514
marykate.nevin@ge.com
GE HealthCare Media
Jennifer Fox
414.530.3027
jennifer.r.fox@ge.com
GE Investors
Steve Winoker
617.443.3400
swinoker@ge.com
GE HealthCare Investors
Carolynne Borders
631.662.4317
carolynne.borders@ge.com
GE Media
Mary Kate Mullaney
202.304.6514
marykate.nevin@ge.com
GE HealthCare Media
Jennifer Fox
414.530.3027
jennifer.r.fox@ge.com

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There are numerous tools aimed at helping IT professionals operate more efficiently and deliver the most effective results possible. With the right solutions in place, IT pros gain a better understanding of the organization’s strengths and weaknesses, which allows them to prioritize their objectives more strategically. In turn, this propels the broader organization toward its goals and creates new opportunities for growth.
When implemented correctly, the following tools help IT professionals operate at peak performance:
Project management software is a must-have in an IT professional’s toolkit. These applications help delegate tasks strategically across the team and improve resource utilization, so each project is completed within the specified time and budget constraints. Project management software also provides better workflow visibility, which makes it easier to identify and fix bottlenecks and potential blockers.
Some of the top IT project management tools include Jira, Asana, and ClickUp.
Information technology and asset management (ITAM) software helps businesses account for all the IT devices in the organization. ITAM tools help manage the lifecycle of all devices in a company, from the time they are deployed to the time they should be replaced. In addition, ITAM software tracks the current versions of all software and firmware installed on a device. IT professionals wanting to install a new software package will use the ITAM tool to make sure they have the correct system requirements applied to their device first.
EZOffice Inventory and Freshservice are competing ITAM products.
Document management software allows IT professionals to organize digital copies of printed files as well as electronic documents such as PDFs and spreadsheets. There are many advantages of using a document management system, including:
Two document management software applications are Adobe Document Cloud and eFileCabinet.
Vulnerability management software proactively and continuously scans an organization’s entire system to identify vulnerabilities across the network, endpoints, and workloads. Then, the software works to patch each vulnerability as quickly as possible, so it doesn’t leave the door open for a future cyberattack. Vulnerability management uses a four-step process to identify and act on discovered vulnerabilities:
Two of the top vulnerability management solutions are Tenable.io and InsightVM.
Help desk software tracks all incoming IT requests from employees and customers alike. Most solutions provide self-service capabilities for basic needs like password resets and simple how-to guides, which allows IT staff to focus on higher priorities and more complex issues. Help desk software also helps IT teams provide status updates to ensure everyone’s expectations are aligned.
Help desk functionality is often embedded within a comprehensive IT service management (ITSM) tool, but some standalone help desk solutions like Zendesk and HelpDesk.com also exist for more basic needs.
Though the exact solutions vary according to each business’s unique needs, most IT teams use some combination of the software categories on this list. Each tool serves to make the IT professional’s job easier while simultaneously producing more impactful results. From the business’s perspective, this added efficiency can create huge opportunities for long-term growth. The right IT tools help individual team members succeed, thereby creating an upward trajectory for the organization as a whole.
Read next: How to Do a Software Evaluation
CIO Insight offers thought leadership and best practices in the IT security and management industry while providing expert recommendations on software solutions for IT leaders. It is the trusted resource for security professionals who need to maintain regulatory compliance for their teams and organizations. CIO Insight is an ideal website for IT decision makers, systems integrators and administrators, and IT managers to stay informed about emerging technologies, software developments and trends in the IT security and management industry.
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A prominent expansion of global trade activities, a thriving e-commerce sector, and a surge in free-trade agreements between various countries are expected to prop up the growth of the automotive logistics market across the globe.
PORTLAND, Ore., Oct. 11, 2022 /PRNewswire/ — Allied Market Research recently published a report, titled, “Automotive Logistics Market by Service (Warehousing and Transportation), by Type (Finished Vehicles and Automotive Parts), by Mode of Transport (Land, Air, and Sea), and by Distribution Area (Domestic and International): Global Opportunity Analysis and Industry Forecast, 2021-2031.” As per the report, the global automotive logistics industry was estimated at $241.7 billion in 2021, and is set to reach $433.6 billion by 2031, growing at a CAGR of 6.1% from 2022 to 2031. The report offers a detailed analysis of changing market trends, top segments, key investment pockets, value chains, regional landscapes, and competitive scenarios.
Download FREE Report Sample (308 Pages PDF with Insights, Charts, Tables, Figures) at https://www.alliedmarketresearch.com/request-sample/31957
Drivers, restraints, and opportunities
A prominent expansion of global trade activities, a thriving e-commerce sector, and a surge in free-trade agreements between various countries are expected to prop up the growth of the automotive logistics market across the globe. Apart from this, an increase in the number of seaports across the globe will boost global market trends. Nonetheless, strict fuel emission norms can restrict the growth of the global industry. However, technological innovations such as machine-to-machine communication have brought a paradigm shift in the transport sector, particularly in waterway transportation. This, in turn, is likely to create new growth avenues for the automotive logistics market globally.
Covid-19 scenario:
The land segment to dominate the global market in terms of revenue in 2031
Based on the mode of transport, the land segment is set to contribute to the highest market share in 2021, accounting for nearly two-thirds of the global automotive logistics market share. Furthermore, the segment is projected to contribute majorly toward the global market share during the forecast period. The growth of the segment over the assessment period is attributed to a rise in investments in road transport activities as they require lesser investments compared to railway and air transportation. Apart from this, the rise in the export and import of goods through land has propelled segmental growth.  However, the sea segment will record the fastest CAGR of 7.5% from 2022 to 2031. The growth of the segment over the forecast timeframe can be due to a rise in the transportation of key goods via sea route.
The domestic segment to hold the major market share over 2022-2031
On basis of the distribution area, the domestic segment contributed to the largest market share in 2021, accounting for nearly two-thirds of the global automotive logistics market share. Furthermore, the same segment is anticipated to dominate the growth of the global market over the forecast period. The growth of the segment over the assessment period is subject to a rise in domestic services including goods delivery and sending of documents from one place to destination in a country such as cargo transport, document courier, and parcel delivery. However, the international segment is predicted to record the highest CAGR of 7.3% over the forecast period. The growth of the segment over the forecast timeline can be credited to the large-scale distribution of goods and logistics from one country to another country through flight and sea routes.
The transportation segment to lead the global market growth over the forecast period
In terms of service, the transportation segment contributed to the highest market share in 2021, accounting for nearly four-fifths of the global automotive logistics market share. Moreover, the same segment is set to make notable contributions toward the global market share in 2031. The growth of the segment over the forecast timeline can be credited to the rise in the use of transportation management software for optimizing routes, handling carriers, and transforming paper-based documentation into digital/analog. Furthermore, transportation management software helps in reducing freight costs, track deliveries in real-time, and enhance customer service. However, the warehousing segment is predicted to register the fastest CAGR of 7.4% during the forecast timeline. The segmental growth over the forecast timeframe can be attributed to the growing penetration of robots in warehouse management activities. In addition, warehouses are making use of robotic systems in various warehouse & logistics processes such as picking, sorting, packing, transporting, and inspection.
Asia-Pacific to retain global market domination over 2022-2031
By Region, Asia-Pacific contributed notably toward the global automotive logistics market share in 2021, and is projected to continue its dominance during the forecast period. The region accounted for more than two-fifths of the global market share in 2021. The same region is slated to contribute significantly toward the global market size in 2031. Furthermore, the Asia-Pacific automotive logistics industry is anticipated to record the highest CAGR of 7.1% over 2022-2031. The regional market growth over the projected timespan is owing to the thriving e-commerce sector in developing countries of the region. In addition, favorable government policies pertaining to the development of strong automotive logistics infrastructure in the Asia-Pacific will drive regional market trends.  
Interested to Procure the Data with Actionable Strategy & Insights? Inquire Before Buying – https://www.alliedmarketresearch.com/purchase-enquiry/31957
Major market players
The report analyzes these key players in the global automotive logistics market. These players have implemented key business strategies such as strategic expansion, new product launches, alliances, and joint ventures for enhancing market penetration and reinforcing their position in the industry. The report helps the target audience in determining the market performance, performance of each segment, product portfolio development in the market, and contributions made by each player to the market expansion.    
Similar Reports We Have on Logistics Industry:
Government and Education Logistics Market by Transport, Research Report 2021–2031
Finished Vehicles Logistics Market by Activity, Logistics Service, Mode of Transport, Vehicle Type, Research Report 2021–2031
Project Logistics Market by Services, Mode of Transportation, and Verticals, Research Report 2021–2031
Timber Logistics Market by Type, Research Report 2021–2031
About Us
Allied Market Research (AMR) is a full-service market research and business-consulting wing of Allied Analytics LLP based in Portland, Oregon. Allied Market Research provides global enterprises as well as medium and small businesses with unmatched quality of “Market Research Reports” and “Business Intelligence Solutions.” AMR has a targeted view to provide business insights and consulting to assist its clients to make strategic business decisions and achieve sustainable growth in their respective market domain.
We are in professional corporate relations with various companies and this helps us in digging out market data that helps us generate accurate research data tables and confirms utmost accuracy in our market forecasting. Allied Market Research CEO Pawan Kumar is instrumental in inspiring and encouraging everyone associated with the company to maintain high quality of data and help clients in every way possible to achieve success. Each and every data presented in the reports published by us is extracted through primary interviews with top officials from leading companies of domain concerned. Our secondary data procurement methodology includes deep online and offline research and discussion with knowledgeable professionals and analysts in the industry.
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Are companies linking document management into their big data strategies? They should be
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Many big data implementations are leaving document management systems behind, but DMSes house major stores of unstructured data. Should data analysts think again?
The earliest document management systems (DMSes) appeared in the 1980s. They moved beyond physical file cabinets and PC server storage and appeared on networks where multiple people and departments within a single company could gain access to a trove of documents in electronic form.
Since then, document management systems have been the primary movers and shakers behind companies’ efforts to digitalize. These systems scan, index, store, retrieve and transform documents. They have been instrumental in moving paper-based documents and images out of file cabinets and storage rooms and onto widely distributed networks that everyone uses.
 
The question is: Are companies linking document management with their big data strategies?
In many cases, companies are lagging.
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The big data repositories that are being built combine systems of record data with incoming Internet of Things and outside source data that is unstructured. Document management systems are used in this process, but there isn’t necessarily a concerted effort in big data strategies to maximize all of the data in a DMS.
On the DMS side, users search data and digitize and organize it — but other big data technologies, such as data cleaning and normalization, artificial intelligence, machine learning and more advanced algorithm development, aren’t yet broadly used.
Of course, there are niche exceptions.
One of these exceptions is the legal discovery process that pores through reams of documents that are often housed in corporate document management systems. The goal of a legal discovery software is to analyze unstructured documents and to use AI and machine learning to determine which documents (out of thousands) are most relevant to a potential upcoming legal case, and which are not.
In this instance, there are no lengthy corporate arguments about whether it’s necessary to import documents into a big data repository from a DMS. The use case stands by itself.
However, in other cases, a compelling reason to mesh a DMS with a big data repository might not be there. For instance, does a genome sequencing experiment really rely on what a DMS would typically include?
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The takeaway is not really whether a DMS is needed for a big data repository but simply that it should be considered. The DMS so often becomes an outlier for big data strategy because data scientists and IT data analysts have a tendency to overlook it.
What should companies do to ensure that their DMS systems are included as potential sources for information that flows into a big data repository? Here are four steps.
Are companies linking document management into their big data strategies? They should be
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