Digital transformation is disrupting traditional business models and organizations must adapt to the ever-changing digital ecosystem and transform digitally to stay competitive and deliver efficient services.
The recent shift to a hybrid workforce that works remotely and collaborates in digital workplaces has led to many organizations modifying their business processes. An electronic document and records management system (eDRMS) typically manages electronic files and documents as records in many organizations. However, most eDRMSs today lack the technical ability to work with the diverse records produced by digital workspaces.
Document and record management is an integral part of the digital transformation strategy. Agile digital workflows are common in transformation. The digital records produced in today’s digital workplaces take various forms, including PDFs, e-signatures, emails, text messages, audio clips, video recordings, and many more.
These changes have led to a demand for better tools to manage records in an organization. The current document management systems fall short of meeting the demand for today’s digital workplaces.

Digital Continuity 2020 Policy
Most companies in Australia are slow to adopt modern technologies, leaving them with an unoptimized technology landscape that cannot match the pace of today’s digital world. As the deadline for compliance with the Australian Government’s Digital Continuity 2020 Policy approaches, business and government leaders are paying more attention to their information management systems today and seeking to modernize.
According to a recent survey by Microsoft and Harvard Business Review, 82 percent of global business leaders say that digital transformation makes data security and governance more difficult. Here are some reasons causing these challenges.
Organizations have not been able to keep pace with the digital changes due to various constraints. Implementation of information technology systems in a haphazard manner has led to a mix of incompatible legacy and modern systems. The impact is visible in the way records are managed in organizations. Some documentation records are physical, and some are in outdated eDRMSs. Companies, unfortunately, miss the benefits of digitization.
Business processes lack standardization in how the digital records get used, transmitted, and stored. The downside is that staff spend a lot of productive time searching for documents.
A 2012 study conducted by McKinsey found that knowledge workers still spend 19% of their time searching for and gathering information. A 2018 IDC study found that “data professionals are losing 50% of their time every week” — 30% searching for, governing, and preparing data plus 20% duplicating work.
With the rise in digitalization today, information explosion is all around us with the addition of mobile apps, cloud solutions, social media, and other online platforms. Employees spend a lot of productive time searching for relevant documentation across their emails, online archives, on-premise applications, SaaS applications, and others, along with physical documentation.
With various digital records in today’s digital workplace, there are increasing concerns on data privacy and regulatory compliances. Countries are bringing about regulations like the General Data Protection Regulation (GDPR) in the EU to protect the collection and processing of personal information from individuals who live in the European Union (EU). Lapses in data privacy, cybersecurity, and regulatory compliances will lead to legal implications, financial losses, and loss of brand reputation.
According to statistics on cyber-attacks, six in every 10 attacks in 2020 intended to extort money from companies and individuals. The most notable breach was Garmin, which cost the company a whopping $10 million. CTW Global also lost a significant sum of $4.5 million.
Organizations must ensure that their business records are maintained in a secure and compliant manner.
The Way Forward – Mitigating Risk with a Modern records management solution
To safeguard against risk without compromising productivity or incurring additional expenses, organizations must adopt a more efficient, user-friendly approach to information management. New-breed solutions that build secure, configurable records management protocols into the apps and software employees already use offer a way forward.
Spend a couple of minutes to see how one Australian Federal Government agency enlisted our help in transforming its information management system by implementing Microsoft’s cloud Records Management solution.
The highly automated solution integrates with existing applications, saves time by using machine learning to identify and classify regulatory, legal, and business-critical records at scale. In addition, it provides defensible audit trails and proof of destruction to improve transparency.
 Benefits include increased productivity, efficient processes with automated, rule-based operations, and creating a single source of truth for all records, enabling easy access and searching. Learn more.
Click here to download our FREE whitepaper and discover.

 

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Executive summary
General background
The Accessible Canada Act
Government of Canada context
OPC Context
Moving toward a more accessible OPC – Activities that support accessibility
Principles
General
Feedback Mechanisms
Alternate Formats
Employment
The design and delivery of programs and services
The built environment
Information and communications technology (ICT)
Communications, other than ICT
The procurement of goods, services and facilities
Transportation
Consultations—Methodology
Footnote
December 2022
© His Majesty the King in Right of Canada, as represented by the Minister of Justice and Attorney General of Canada, 2022
Catalogue No. IP52-1E-PDF
ISSN 2817-0881
The Office of the Privacy Commissioner of Canada (OPC) is an Agent of Parliament whose mission is to protect and promote privacy rights.
The OPC supports a culture that embraces diversity and inclusion in order to provide the highest quality of service to Canadians and enable the full participation of its employees, clients and stakeholders in the delivery of its activities and its mandate. The Canadian legislative framework that supports diversity and inclusion was strengthened by the addition of An Act to ensure a barrier-free Canada, also known as the Accessible Canada Act (ACA or the Act), which came into force on July 11, 2019.
This document sets out the OPC’s plan for reducing barriers and preventing the introduction of new barriers over the next three-year period in seven priority action areas by identifying ten organizational goals:
The Government of Canada (GoC) aspires to have a public service that is accessible by default for the Canadian public, government institutions and their workforce. This aspiration is rooted in the belief that an inclusive public service is more innovative, efficient and productive. The goal is to make Canada’s public service barrier-free.
The government has placed significant emphasis on improving the participation of persons with disabilities in the federal public service and in the Canadian workforce. The results of the 2017 Canadian Survey on Disability suggest that 6.2 million Canadians aged 15 and over (22% of the population) have a disability, though the actual numbers are likely higher. As a result of the physical, administrative, institutional, technological and attitudinal barriers that exist in the workplace, persons with disabilities are underrepresented in the Canadian labour force. Only 59% of Canadians with disabilities aged 25 to 64 are employed, compared to 80% of Canadians without disabilities.
The number of people living with a physical disability is expected to rise from 2.9 million to 3.6 million over the next 13 years, nearly doubling the pace of population growth overall. Removing barriers that prevent persons with disabilities from purchasing goods and services and accessing both business and government services and employment is critical to both improving their quality of life and ensuring that Canadian society benefits from their valuable participation.
The GoC held consultations with persons with disabilities and the disability community and heard from more than 6,000 Canadians about what an accessible Canada means to them. This consultation informed the creation of the Accessible Canada Act (ACA).
The ACA, which came into force on July 11, 2019, takes a proactive and inclusive approach to identifying and eliminating barriers in federal jurisdiction by 2040. It includes 7 priority areas for action:
Under the ACA, federally regulated entities must report to the public on their policies and practices in relation to the identification and removal of barriers by publishing their accessibility plans, feedback processes and progress reports.
Each department, agency and federally regulated employer is also required to develop an accessibility plan and report on progress made against this plan annually, starting in December 2022.
The ACA will guide government departments, agencies and federally regulated organizations in removing barriers to achieve full accessibility and in their reporting obligations to demonstrate progress.
A federal workforce that is reflective of the Canadian population is viewed as essential to the design and implementation of programs and services that are bias- and barrier-free and address the needs of all Canadians.
It is important to note that the federal government has introduced many initiatives over the years to increase the representation, promotion and retention of employment equity group members and to systematically reduce any barriers. Federally regulated organizations, including all federal government departments and agencies, undertake these actions consistent with the Employment Equity Act (EEA), which covers visible minorities, Indigenous peoples, persons with disabilities and women.
As a country, Canada is recognized globally for its support of diversity. Along with the ACA and the EEA, the Canadian Charter of Rights and Freedoms, the Canadian Human Rights Act, the Pay Equity Act, the Canadian Multiculturalism Act, the Official Languages Act, the Privacy Act and the Personal Information Protection and Electronic Documents Act (PIPEDA) are also part of the legislative framework supporting diversity and inclusion in Canada.
The OPC oversees compliance with the Privacy Act, which covers the personal information-handling practices of federal government departments and agencies, and the PIPEDA, Canada’s federal private-sector privacy law. The OPC provides advice and information for individuals about protecting personal information.
The OPC’s work focuses on:
The OPC has approximately 200 employees who are dedicated to protecting the privacy rights of Canadians.
While the OPC has had an employment equity program for many years, senior management has recognized the need to strengthen recruitment and workplace initiatives in relation to persons with disabilities and work towards building a more diverse workforce, a more accessible work environment and a more equitable approach to working with Canadians.
The OPC’s aim with this accessibility plan is twofold: identify, remove and prevent accessibility barriers in the OPC’s delivery of services to the public, and continue to address the accessibility needs of its employees.
The OPC’s accessibility plan is supported by other relevant initiatives, including the Human Resources Strategic Plan 2020-2023 and Employment Equity, Diversity and Inclusion (EDI) Strategic Action Plan 2021-2024; the designation of an EDI Champion and Wellness Action Champion; and the establishment of several joint employee-management committees that advance accessibility and inclusion in the workplace, including the Employment Equity, Diversity and Inclusion Committee, Gender Based Analysis+, Wellness Action Team and Inclusive Services.
For example, in 2015, the OPC implemented a policy on accommodating clients with disabilities to create and maintain an inclusive, barrier-free environment for the delivery of public-facing services. Although this policy was implemented before the ACA was enacted, its objective was to create an organization where accommodation was a proactive rather than a reactive process.
In addition, in 2019, the OPC conducted an accessibility review of its website to ensure it meets Web Content Accessibility Guidelines (WCAG) 2.0 Level AA, which are part of web accessibility guidelines published by the Web Accessibility Initiative of the W3C, the main international standards organization for the Internet. The OPC contracted with a consultant to review the website and evaluate its compliance with WCAG 2.0 Level AA. The consultant provided guidance to help the OPC achieve this level and the confirmed our compliance.
The OPC complies with the Standard on Web Accessibility, which requires WCAG 2.0 Level AA compliance and helps ensure our site is navigable using screen readers and accommodates users with other visual or cognitive difficulties as well as physical disabilities. We also continually review and improve our website content in terms of plain language and usability, with a focus on key documents, including forms destined for the Canadian public and highly technical or legal guidance for businesses and organizations. The OPC will further enhance the accessibility of our website by letting users know they can request content in alternative formats such as Braille and by providing contact information (publications@priv.gc.ca) for making these requests in prominent areas of the web site.
The Communications Directorate will continue to do usability testing whenever the OPC’s website is redesigned to ensure it is compliant with the current version of WCAG.
In addition, to foster an inclusive hiring process, the OPC has established unconscious bias pre-requisite training for managers with delegated staffing authority. Central agency inventories, pools and student placement programs for persons with disabilities are discussed and considered by hiring managers to meet their staffing needs.
The OPC has also instituted a Scent-Free Environment Directive which is shared with candidates, contractors, employees including new hires during the orientation session as well as visitors.
The OPC’s internal news bulletin, “OPC Weekly,” regularly features accessibility and inclusion training and awareness events, as well as promoting activities of the Canadian Congress on Disability Inclusion and Canada School of Public Service course offerings about accessibility.
The OPC also provides employees with specialized accessibility equipment as required based on the results of ergonomic assessments including, for example, curved screens, screen readers, screen magnification software, adjustable chairs and tables, as well as other ergonomic supplies and equipment. IM/IT also leverages technologies such as optical character readers to enable machine readable technologies or other types of accessibility requirements.
Finally, all employee and management performance management agreements include an organizational priority, with corresponding performance indicators, related to promoting and fostering diversity, equity, accessibility, inclusion and substantive equality of official languages within the OPC.
In keeping with the “nothing about us without us” guiding principle, this plan was developed in consultation with persons with disabilities and change agents within the OPC.
The sections below set out the planned activities identified by the OPC to achieve its 10 accessibility goals over the next 3 years, including activities that the OPC already performs to support accessibility for Canadians and its employees.
This information is provided for the purposes of providing feedback and for requesting alternate formats of the plan and/or feedback process.
The Chief of Staff is designated to receive accessibility feedback and will coordinate with internal subject matter experts responsible for each of the seven priority areas to meet new obligations described under the ACA as required.
The OPC welcomes feedback from members of the public, employees and groups representing the interests of persons with disabilities on:
Feedback may be provided to the OPC Chief of Staff (Person designated to receive feedback):
Acknowledgement of receipt will be provided in the same manner as the feedback was received, unless it is requested using a different channel or format. Feedback may be provided anonymously, in which case acknowledgement of receipt will not be issued.
This plan is a living document and will be updated regularly as new developments take place and feedback is taken into consideration.
The OPC will provide any information relating to its Accessibility Plan and/or feedback process in alternate formats available in print, large print, Braille, audio format (French and English) or electronic format that is compatible with adaptive technology that assists persons with disabilities upon request. Requests for documentation in Braille or audio format must be fulfilled within 45 business days of the request. All other requests must be fulfilled within 15 business days.
Hiring managers
Corporate Management Sector (Human Resources)
The OPC has identified and published its services inventory in the Promotion and Compliance sectors as follows:
The goals and related activities set out below represent the next steps that the OPC is undertaking to increase the accessibility of service management practices.
The built environment can have a material impact on health and wellbeing and, if optimized, can ensure that all employees and clients have equal and fair access to and use of internal infrastructure.
Central agencies and common service providers such as Shared Services Canada and PSPC set government standards for the acquisition of software and hardware for many products and services. Their leadership is essential in moving toward more accessible infrastructure.
The GoC community of practice indicates that communications is a system for transmitting or exchanging information, and that performance indicators are under development for accessible communications.
Government accessibility guidance suggests web material should be written to a grade 6 to 8 level. Consideration could be given to a plain language review of the current content for individuals requiring assistance in understanding and acting upon their privacy rights.
The OPC has entered into a Memorandum of Agreement with the Canadian Human Rights Commission (CHRC) for the OPC’s procurement-related activities. As the contracting authority for the OPC, the CHRC will ensure that procurement-related activities conducted on behalf of the OPC comply with all legal and policy requirements, including the ACA. Accessibility requirements will be part of the procurement process from the outset. More information on the OPC’s procurement-related activities and how these activities meet the requirements of the ACA can be found in the CHRC’s accessibility plan.
This section is not applicable to the OPC.
This accessibility plan aims to provide a path forward for the OPC to eliminate barriers and adapt to changing demographics and will be updated as new initiatives are introduced. It is a priority for our office to bring improvements in the work lives of OPC employees with disabilities and to improve services to the public.
This plan was prepared by first completing an environmental scan to ensure understanding of central agencies’ and other government departments’ accessibility initiatives and to review existing related policies and procedures. The exercise helped identify existing practices and initiatives that could be adopted as a best practice across the organization.
Employees who were interested in being part of a working group were identified to ensure the approach in the preparation of this plan respected the “nothing about us without us” principle. This was done through an employee call out in the internal weekly newsletter and consultation with employees through the EDI committee, the Wellness Action Team (WAT) committee and sector representatives. For Privacy reasons, employees that contributed to the exercise were not asked to identify if they lived with a disability or not. This process led to the creation of a draft plan in summer 2022 which included a list of proposed actions to address accessibility barriers at the OPC.
To finalize this plan in a consultative manner, the OPC identified select accessibility representatives in each sector to contribute to the redaction of the final accessibility plan. The representatives met over fall 2022 to review the proposed activities and to restructure the plan in more articulate, concrete and meaningful goals. This led to the preparation of a draft version of the plan ready for external consultation.
The OPC does not currently have a network of stakeholders in all the abilities community. When exploring consultation options, it was felt by the members of the Accessibility Plan working group that an online consultation on the OPC web site would not lead to a meaningful consultation process. In order to receive meaningful feedback, it retained the services of Excellence Canada, an independent, not-for-profit corporation that is dedicated to advancing organizational performance across Canada, to review its accessibility plan for compliance with the Accessible Canada Act and submit the plan to its Accessible Canada Act Review Committee to complete a review of the draft from the perspective of people with disabilities.
The consultation was conducted between November 1 and November 14, 2022. The three members of the Accessible Canada Act Review Committee have a disability/lived experience with mobility disability and learning disability. They were asked to review the overall readability and structure of the plan, and the contents of the plan given their lived experiences with disabilities.
The comments received were useful in identifying government language that decreased the readability of the document. It also helped bring attention to the OPC that some of the plan activities should clearly state that they will be completed with people with disabilities, and not only by keeping people with disabilities in mind.
Structural comments and next step recommendations received were integrated in the final plan.
An Accessibility Lens is a tool for identifying and clarifying issues affecting persons with disabilities used by policy and program developers and analysts to access and address the impact of initiatives (policies, programs or decisions) on persons with disabilities.
Return to footnote 1
Executive summary
General background
The Accessible Canada Act
Government of Canada context
OPC Context
Moving toward a more accessible OPC – Activities that support accessibility
Principles
General
Feedback Mechanisms
Alternate Formats
Employment
The design and delivery of programs and services
The built environment
Information and communications technology (ICT)
Communications, other than ICT
The procurement of goods, services and facilities
Transportation
Consultations—Methodology
Footnote
The Privacy Commissioner of Canada is an Agent of Parliament whose mission is to protect and promote privacy rights.
Get updates about the OPC’s announcements and activities, as well as the events in which we participate.
We respect your privacy
Read our Privacy policy and Terms and conditions of use to find out more about your privacy and rights when using the priv.gc.ca website or contacting the Office of the Privacy Commissioner of Canada.
If you have a question, concerns about your privacy or want to file a complaint against an organization, we are here to help.

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Most Popular
Software development is the hottest job on the market – and business is booming
Microsoft has revised the wording of its Microsoft Store policies after fears the previous wording would ban open-source software developers from making profits from their apps on the store. 
Giorgio Sardo, general manager (GM) in the Experiences and Devices group at Microsoft and GM for the Microsoft Store, announced the changes today via Twitter concerning sections 10.8.7 and 11.2 of the Store policy document. These sections regard how much developers charge for apps and the copyright infringement reporting to Microsoft, respectively. 
The new wording for section 10.8.7 says: “In cases where you determine the pricing for your product or in-app purchases, all pricing … must not be priced irrationally high relative to the features and functionality provided by your product.” 
SEE: Open source matters, and it’s about more than just free software
The newly worded section scrubs previous references to open-source software (OSS) and whether OSS developers or others can profit from it.
Sardo said in a tweet this week: “Last month, we shared a few updates to Microsoft Store policies to help protect customers from misleading product listings. We heard your feedback, and today we made a change to policy 10.8.7 and 11.2.”
But it took Microsoft a few weeks to knock its policy on charging for apps into shape. Questions about the previously worded section 10.8.7 were picked up in early July by Microsoft-watcher Rafael Rivera. Those changes were set to come into force on July 16. (Section 10.8 deals with financial transitions on the Store.)
These changes, posted on June 16, were logged in Microsoft’s store policy change history as: “Update to 10.8.7 to prohibit charging fees in the Store for open-source or other software that is generally available for free and restrict irrationally high pricing.”
The wording at the time said Store developers, when determining pricing, must not “attempt to profit from open-source or other software that is otherwise generally available for free, nor be priced irrationally high relative to the features and functionality provided by your product.”
By chopping any reference to open source and profits, Microsoft appears to agree that its previous wording was clumsy. The company has nothing against OSS developers making money on the Store, but was, as Sardo said this week, trying to prevent misleading and copycat apps profiting from OSS apps. The new section 11.2 highlights that infringement cases should be reported to Microsoft.   
But the previous wording raised several questions. For example, OSS developers put in work to make their apps Store-ready and the Microsoft Store should allow them to capture some of that value, Rivera had noted.
The former version of 10.8.7 seemed a “bit restrictive given some OSS needs a lot of TLC to get working in AppContainer and devs that do the work should be able to recoup the investment,” he wrote at the time.
The proposed policy change gained wider attention after developer Hayden Barnes retweeted Rivera’s post and said he was “disappointed” that the policy’s wording seems to prohibit anyone from selling open-source software in the Store. 
The Store gives OSS developers a way to sustain projects by allowing them to charge a “reasonable amount”, he added. 
SEE: Linus Torvalds: Get ready for another 30 years of Linux
However, even he believed Microsoft intended merely to prevent copycats from profiting from OSS projects. But he wanted Microsoft to change the wording of the prohibition on profiting from OSS as it was too broadly defined.
“I support language to block copycats but the policy language needs to be more narrowly tailored. As-is it sweeps in legit open source apps and, to me, possibly even proprietary apps with MIT/BSD dependencies if your apps cannot ‘attempt to profit from open-source software’,” he later added. 
Sardo had quickly confirmed to Barnes and Rivera that blocking copycat profiting was the intent and promised Microsoft would look into clarifying the wording: that job is done now. 

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NEW YORK–(BUSINESS WIRE)–Today, Paradigm, a leading provider of legal software, has announced its acquisition of LollyLaw, an award-winning cloud-based practice management solution built for immigration law firms. LollyLaw is consistently rated as one of the easiest-to-use legal case management platforms and serves law firms across family and business immigration. Co-founders, John and Todd Levesque join the Paradigm team as Co-General Managers of LollyLaw.

“We are thrilled to welcome LollyLaw to the Paradigm family,” said Colin Li, CFO / CRO of Paradigm. “Our mission is to give attorneys the best-in-class legal software solution for their specialty or other unique needs. With LollyLaw, we can now offer immigration attorneys a single intuitive platform to streamline the major functions of their firm and manage the cumbersome, but ultimately rewarding, immigration process from start to finish.”
Founded in 2014, LollyLaw was designed to simplify the complexities that come with running an immigration firm through:
“We are incredibly excited to partner with the Paradigm team,” said John Levesque. “We want LollyLaw to be in the hands of every immigration firm in the country so it can help as many people as possible during some of their toughest moments. With Paradigm’s industry expertise and resources, we can make this vision a reality.”
“We have been working with immigration firms for over 8 years to build a system tailored to their unique needs,” said Todd Levesque. “With the backing of Paradigm, we can double down on providing our customers with the best possible product and support.”
This is the second major acquisition for Paradigm this year, who announced the acquisition of trust accounting software, TrustBooks, in February 2022.
About Paradigm
Paradigm offers a suite of legal software solutions to help lawyers manage, automate and grow their firms. Paradigm’s four leading platforms — PracticePanther, MerusCase, LollyLaw, and Bill4Time — offer fully native practice management, payments, and accounting functionality to law firms across the spectrum of practice area and business need. At Paradigm, we are fast-paced, ambitious and unified by a common vision to build the best legal technology products in the world.
Dan Bowman
Dan@joinparadigm.com
215-896-8942
Today, Paradigm has announced its acquisition of LollyLaw, an award-winning cloud-based practice management solution built for immigration law firms.
Dan Bowman
Dan@joinparadigm.com
215-896-8942

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DUBLIN–(BUSINESS WIRE)–The “Global Document Management System Market Size By Offering, By Organization, By Deployment Mode, By Application, By Geographic Scope And Forecast” report has been added to ResearchAndMarkets.com’s offering.

The global document management systems market was valued at $4,410.72 Million in 2019 and is projected to reach $9,368.93 Million by 2027, growing at a CAGR of 10.11% from 2020 to 2027.
Companies Mentioned
The Global Document Management System Market report provides a holistic evaluation of the market for the forecast period. The report comprises of various segments as well an analysis of the trends and factors that are playing a substantial role in the market. These factors; the market dynamics, involves the drivers, restraints, opportunities and challenges through which the impact of these factors in the market are outlined. The drivers and restraints are intrinsic factors whereas opportunities and challenges are extrinsic factors of the market. The Global Document Management System Market study provides an outlook on the development of market in terms of revenue throughout the prognosis period.
Growing digitalization in the healthcare industry is a key element that has boosted the growth of the document management system market. The document management system is used in the healthcare industry to track, manage and store documents, which results in the reduction of paper usage. A DMS is capable of storing records that can be created and modified by different users. It reduces human efforts and creates a paperless environment while reducing the number of errors. Furthermore, intense competition in the healthcare industry and an upward focus on patient privacy will drive the demand for the document management system market over the coming years. Additionally, the rising adoption of cloud-based document management services is further propelling the growth of the market.
This report provides an all-inclusive environment of the analysis for the Global Document Management System Market. The market estimates provided in the report are the result of in-depth secondary research, primary interviews and in-house expert reviews. These market estimates have been considered by studying the impact of various social, political and economic factors along with the current market dynamics affecting the Global Document Management System Market growth.
Along with the market overview, which comprises of the market dynamics the chapter includes a Porter’s Five Forces analysis which explains the five forces: namely buyers bargaining power, suppliers bargaining power, threat of new entrants, threat of substitutes, and degree of competition in the Global Document Management System Market. It explains the various participants, such as system integrators, intermediaries and end-users within the ecosystem of the market. The report also focuses on the competitive landscape of the Global Document Management System Market.
The market is segmented on the basis of Offering, Organization, Deployment Mode, Application, and Geography.
Key Topics Covered:
1 Introduction
2 Research Methodology
3 Executive Summary
3.1 Market Overview
3.2 Global Document Management Systems Market Geographical Analysis (Cagr %)
3.3 Global Document Management Systems Market, by Offering (Usd Million)
3.4 Global Document Management Systems Market, by Organization (Usd Million)
3.5 Global Document Management Systems Market, by Deployment Mode (Usd Million)
3.6 Global Document Management Systems Market, by Application (Usd Million)
3.7 Future Market Opportunities
3.8 Global Market Split
4 Market Outlook
4.1 Global Document Management Systems Market Outlook
4.2 Market Drivers
4.2.1 Increasing Global Demand from Healthcare Domain
4.2.2 Rising Adoption of Cloud Based Document Management Services
4.3 Market Restraints
4.3.1 Information Security and Privacy Concerns
4.3.2 Integration and Implementation Issues of Document Management Systems
4.4 Market Opportunities
4.4.1 Increasing Trend of Cloud Computing
4.4.2 Growing Trend Towards Digitization in Developing Countries
4.5 Covid-19 Impact Analysis on Document Management System Market
5 Market, by Offering
5.1 Overview
5.2 Services
5.3 Solutions
6 Market, by Organization
6.1 Overview
6.2 Smes
6.3 Large Enterprises
7 Market, by Deployment Mode
7.1 Overview
7.2 Cloud-Based
7.3 Hybrid
7.4 On-Premise
8 Market, by Application
8.1 Overview
8.2 Government
8.3 Healthcare
8.4 Industrial Manufacturing
8.5 Banking Financial Services, and Insurance (Bfsi)
8.6 Others
9 Market, by Geography
10 Competitive Landscape
10.1 Overview
10.2 Competitive Scenario
10.3 Company Market Ranking Analysis
11 Company Profiles
For more information about this report visit https://www.researchandmarkets.com/r/vsay8
ResearchAndMarkets.com
Laura Wood, Senior Press Manager
press@researchandmarkets.com
For E.S.T Office Hours Call 1-917-300-0470
For U.S./CAN Toll Free Call 1-800-526-8630
For GMT Office Hours Call +353-1-416-8900
ResearchAndMarkets.com
Laura Wood, Senior Press Manager
press@researchandmarkets.com
For E.S.T Office Hours Call 1-917-300-0470
For U.S./CAN Toll Free Call 1-800-526-8630
For GMT Office Hours Call +353-1-416-8900

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Global Healthcare BPO Market
Healthcare BPO Market- Zion Market Research
The global healthcare BPO market size was worth USD 275.7 million in 2021 and is estimated to grow to USD 464.9 million by 2028
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Zion Market Research
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People often confuse document management vs content management systems. In this article, we’ll explore both DMS and CMS, what the similarities are and how their differences dictate which platform is the best for your business.
Document management and content management are closely related. On the surface, they appear to be the same thing, but when you begin to analyze document management vs content management, you begin to see the differences.
If your business is looking to implement a document management system (DMS) or a content management system (CMS), you may be left wondering which one is right for you. 
The best document management software and content management systems can come with a hefty price tag, so it’s best to learn what you’re investing your money in and which platform will best serve your needs.
We’re here to help ease confusion and answer some common questions, which will put you in a better position to select which type of software you need to use.
Document management software is specifically designed to hold business documents that multiple users can organize, create, edit and access. A content management system applies to several content types like text, video and images, all of which are published publicly through a website.
Technically yes, you can use a CMS to create and store text-based documents. However, we wouldn’t advise using a CMS for document management as it doesn’t provide the same organization and creation tools as dedicated document management software.
Microsoft SharePoint is a document management system that also includes some traditional CMS features. For example, you can create private web pages and share content with other users in your business.
To help you learn more about document management systems and content management systems, we’re going to explore each platform separately, then look at some of the core differences and similarities. 
A document management system is a piece of software that allows companies to manage documents throughout their business. See it as somewhat of a digital filing cabinet, where a range of documents exist and various users are able to access them.
However, unlike a physical filing cabinet, which is only capable of holding documents, an electronic document management system offers much more. 
For example, certain document management software allows you to send out internal communications that help keep everyone up to date on critical business processes. You can also collaborate on documents, access older versions and allow multiple users to edit them.
The most common types of document management systems are on-premise and cloud-based. On-premise document management software gives you total control over your internal servers and allows you to establish security for your documents. 
The cloud-based option means your documents exist on a third-party company’s servers. Cloud solutions make it easier to access documents on multiple devices, as well as collaborate on documents with others.
Among other things, good document management software enables you to create and store document types such as invoices, employee contracts, spreadsheets, training materials and almost any other business document you can imagine. 
The very best also have tools that offer scanning capabilities so you can transfer paper documents to your electronic DMS. Scanning tools include optical character recognition, which lets you edit paper documents that you have migrated to electronic documents.
If you would like more information on what a DMS can do, check out our document management basics article. We also have a document management best practices guide, that outlines how to choose a DMS and make the most of its features.
A content management system is a space that allows you to upload various types of content such as text, images and video. Through various software options, a content management system lets you easily publish content publicly on the web without needing to know how to code it from scratch.
Whether you’re a blogger or a large online publication, you’ll need a content management system in order to create, schedule and publish content. A leading CMS, like WordPress, also offers templates for your website, and gives you the ability to create a unique design. 
Most content management systems let you add multiple users to one centralized content stream. You can give users permission to create, edit and publish content. Other users, such as editors, can also access content and edit where appropriate.
After your website goes live, you can access your content management system and create new web pages within your website. You can also modify content even after you publish it online, and all of this can be done without the need for a web developer. This makes it simple for even inexperienced CMS users.
Now that you have a better understanding of what a DMS and a CMS are, let’s take a closer look at some of the core differences and similarities.
A DMS tends to handle what’s called structured data; it’s a space that allows you to easily categorize, search and share data within one centralized platform.
By contrast, a CMS is a place for unstructured data, where content does not have a defined data model and isn’t organized in a defined manner.
Structured data includes easily searchable data, such as names, addresses, charts, documents and PDF files; whereas unstructured data involves data that’s not easy to search, for example video files and audio files.
The platforms share similarities in that they offer a centralized space to upload, create, retrieve and share content. That’s really where the common ground ends, as the type of content created and shared is vastly different.
By now, you should be able to ascertain which platform is the best for your business. If you’re still unsure, here are some things to consider.
Two other terms you’re likely to come across are enterprise content management (ECM) and enterprise document management (EDM). Despite the different terms, not much separates an enterprise content management system from a standard CMS, and the same is true with a DMS. The main difference is scalability. 
ECM software allows you to add and manage more users, while also giving them the ability to access content and documents from multiple devices in different locations. 
Due to the size of each platform, it’s common to see more tools for automation that allow you to provide fluid updates on business processes and content. This makes enterprise-level management systems ideal for large businesses. 
While the foundations of a DMS and CMS are similar, you can clearly see that each software type is built for different purposes. Both of them will certainly help you manage content and work with others on different content and document types; a defined objective will help choose which platform you need.
Which DMS do you use? What’s your favorite CMS? Do you utilize enterprise content management? How do you keep track of your business’ digital assets? Is there something you wish we explained in the article? Let us know in the comments. Thanks for reading.

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2022 was another year of significant technological innovations and trends in the software industry and communities. The InfoQ podcast co-hosts met last month to discuss the major trends from 2022, and what to watch in 2023.. This article is a summary of the 2022 software trends podcast.
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InfoQ Homepage Articles DynamoDB Data Transformation Safety: from Manual Toil to Automated and Open Source
Nov 23, 2022 15 min read
by
Guy Braunstain
reviewed by
Srini Penchikala
 
When designing a product to be a self-serve developer tool, there are often constraints – but likely one of the most common ones is scale. Ensuring our product, Jit – a security-as-code SaaS platform, was built for scale was not something we could embed as an afterthought, it needed to be designed and handled from the very first line of code.
We wanted to focus on developing our application and its user experience, without having challenges with issues and scale be a constant struggle for our engineers. After researching the infrastructure that would enable this for our team – we decided to use AWS with a serverless-based architecture.  
AWS Lambda is becoming an ever-popular choice for fast-growing SaaS systems, as it provides a lot of benefits for scale and performance out of the box through its suite of tools, and namely the database that supports these systems, AWS’s DynamoDB.
Presented by: Dunith Dhanushka – Senior Developer Advocate, Redpanda Data
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One of its key benefits is that it is already part of the AWS ecosystem, and therefore this abstracts many of the operational tasks of management and maintenance, such as maintaining connections with the database, and it requires minimal setup to get started in AWS environments.
As a fast-growing SaaS operation, we need to evolve quickly based on user and customer feedback and embed this within our product. Many of these changes in application design have a direct impact on data structures and schemas.
With rapid and oftentimes significant changes in the application design and architecture, we found ourselves needing to make data transformations in DynamoDB very often, and of course, with existing users, it was a priority that this be achieved with zero downtime. (In the context of this article Data Transformation will refer to modifying data from state A to state B).
In the spirit of Brendon Moreno from the UFC:
Maybe not today, maybe not tomorrow, and maybe not next month, but only one thing is true, you will need to make data transformations one day, I promise.
Yet, while data transformation is a known constant in engineering and data engineering, it remains a pain point and challenge to do seamlessly. Currently, in DynamoDB, there is no easy way to do it programmatically in a managed way, surprisingly enough.
While there are many forms of data transformation, from replacing an existing item’s primary key to adding/removing attributes, updating existing indexes – and the list goes on (these types are just a few examples), there remains no simple way to perform any of these in a managed and reproducible manner, without just using breakable or one-off scripting.
Below, we are going to dive into a real-world example of a data transformation process with production data.
Let’s take the example of splitting a “full name” field into its components “first name” and “last name”. As you can see in the example below, the data aggregation currently writes names in the table with a “full name” attribute. But let’s say we want to transform from a full name, and split this field into first and last name fields.
Before
Id
FullName
123
Guy Br
After
Id
FirstName
LastName
123
Guy
Br
Looks easy, right?  Not so, to achieve just this simple change these are the steps that will need to be performed on the business logic side, in order to successfully transform this data.
But let's discuss some of the issues you would need to take into account before you even get started, such as – how do you run and manage these transformations in different application environments? Particularly when it’s not really considered a security best practice to have access to each environment.  In addition, you need to think about service dependencies.  For example, what should you do when you have another service dependent on this specific data format? Your service needs to be backward compatible and still provide the same interface to external services relying on it.
When you have production clients, possibly one of the most critical questions you need to ask yourself before you modify one line of code is how do you ensure that zero downtime will be maintained?
Some of the things you’d need to plan for to avoid any downtime is around testing and verification. How do you even test your data transformation script? What are some good practices for running a reliable dry run of a data transformation on production data?
There are so many things to consider before transforming data.
Now think that this is usually, for the most part, done manually.  What an error-prone, tedious process! It looks like we need a fine-grained process that will prevent mistakes and help us to manage all of these steps.
To avoid this, we understood we’d need to define a process that would help us tackle the challenges above.

Figure 1: Rewrite Process Flow Chart
First, we started by adjusting the backend code to write the new data format to the database while still keeping the old format, by first writing the FullName, FirstName and LastName to provide us some reassurance of backward compatibility. This would enable us to have the ability to revert to the previous format if something goes terribly wrong.
Link to GitHub
Next, we wrote a data transformation script that scans the old records and appends the FirstName and LastName attributes to each of them, see the example below:
Link to GitHub
After writing the actual script (which is the easy part), we now needed to verify that it actually does what it’s supposed to.  To do so, the next step was to run this script on a test environment and make sure it works as expected. Only after the scripts usability is confirmed, it could be run on the application environments.
The last phase is the cleanup, this includes taking the plunge and ultimately deleting the FullName column entirely from our database attributes. This is done in order to purge the old data format which is not used anymore, and reduce clutter and any future misuse of the data format.
Link to GitHub
Lets quickly recap what we have done in the process:
This well-defined process helped us to build much-needed safety and guardrails into our data transformation process. As we mentioned before, with this process we were able to avoid downtime by keeping the old format of the records until we don’t need them anymore. This provided us with a good basis and framework for more complex data transformations.
Now that we have a process––let’s be honest, real-world data transformations are hardly so simple.  Let’s assume, a more likely scenario, that the data is actually ingested from an external resource, such as the GitHub API, and that our more advanced data transformation scenario actually requires us to ingest data from multiple sources.  
Let’s take a look at the example below for how this could work.
In the following table, the GSI partition key is by GithubUserId.
For the sake of this data transformation example, we want to add a “GithubUsername” column to our existing table.
Before
Id
GithubUserId
123
7654321
After
Id
GithubUserId
GithubUsername
123
7654321
Guy7B
This data transformation looks seemingly as straightforward as the example with the full name, but there is a little twist.
How can we get the Github username if we don’t have this information? We have to use an external resource, in this case, it's the Github API.
GitHub has a simple API for extracting this data (you can read the documentation here). We will pass the GithubUserId and get information about the user which contains the Username field that we want.
https://api.github.com/user/:id
The naive flow is similar to the full name example above:
However, in contrast to our previous flow, there is an issue with this naive flow. The flow above is not safe enough. What happens if you have issues while running the data transformation when calling the external resource? Perhaps the external resource will crash / be blocked by your IP or is simply unavailable for any other reason? In this case, you might end up with production errors or a partial transformation, or other issues with your production data.
What can we do on our end to make this process safer?
While you can always resume the script if an error occurs or try to handle errors in the script itself, however, it is important to have the ability to perform a dry run with the prepared data from the external resource before running the script on production. A good way to provide greater safety measures is by preparing the data in advance.
Below is the design of the safer flow:
Only after we do this, we scan the user records, get GithubUsername for each of them using Github API, append it to a JSON Object `{ [GithubUserId]: GithubUsername }` and then write that JSON to a file.
This is what such a flow would look like:
Link to GitHub
Next we scan the user records (get GithubUsername by GithubUserId for each record using Preparation Data), and move ahead to updating the record.
Link to GitHub
And finally, like the previous process, we wrap up by running the script on the testing environment, and then the application environments.
Once we built a robust process that we could trust for data transformation, we understood that to do away with human toil and ultimately error, the best bet would be to automate it.
We realized that even if this works for us today at our smaller scale, manual processes will not grow with us. This isn’t a practical long-term solution and would eventually break as our organization scales. That is why we decided to build a tool that would help us automate and simplify this process so that data transformation would no longer be a scary and painful process in the growth and evolution of our product. 
Every data transformation is just a piece of code that helps us to perform a specific change in our database, but these scripts, eventually, must be found in your codebase.
This enables us to do a few important operations:
By enabling automation for data transformation processes, you essentially make it possible for every developer to be a data transformer. While you likely should not give production access to every developer in your organization, applying changes is the last mile. When only a handful of people have access to production, this leaves them with validating the scripts and running them on production, and not having to do all of the heavy lifting of writing the scripts too. We understand it consumes more time than needed for those operations and it is not safe. 
When the scripts in your codebase and their execution are automated via CI/CD pipelines
other developers can review them, and basically, anyone can perform data transformations on all environments, alleviating bottlenecks.
Now that we understand the importance of having the scripts managed in our codebase, we want to create the best experience for every data-transforming developer.
Every developer prefers to focus on their business logic – with very few context disruptions and changes. This tool can assist in keeping them focused on their business logic, and not have to start from scratch every time they need to perform data transformations to support their current tasks.  
For example – dynamo-data-transform provides the benefits of: 
Quick Installation for serverless:
The package can be used as a standalone npm package see here.
To get started with DynamoDT, first run:
npm install dynamo-data-transform --save-dev
To install the package through NPM (you can also install it via…)
Next, add the tool to your serverless.yml Run:
npx sls plugin install -n dynamo-data-transform
You also have the option of adding it manually to your serverless.yml:
plugins:
  - dynamo-data-transform
You can also run the command:
sls dynamodt --help
To see all of the capabilities that DynamoDT supports.
Let’s get started with running an example with DynamoDT. We’ll start by selecting an example from the code samples in the repo, for the sake of this example, we’re going to use the example `v3_insert_users.js`, however, you are welcome to test it out using the examples you’ll find here.
We’ll initialize the data transformation folder with the relevant tables by running the command: 
npx sls dynamodt init --stage local
For serverless (it generates the folders using the resources section in the serverless.yml):
The section above should be in serverless.yml
The data-transformations folder generated with a template script that can be found here.
We will start by replacing the code in the template file v1_script-name.js with:
Link to GitHub
For most of the regular data transformations, you can use the util functions from the dynamo-data-transform package. This means you don’t need to manage the versions of the data transformation scripts, the package will do this work for you. Once you’ve customized the data you’ll want to transform, you can test the script using the dry run option by running:
npx sls dynamodt up --stage local --dry
The dry run option prints the records in your console so you can immediately see the results of the script, and ensure there is no data breakage or any other issues.

Once you’re happy with the test results, you can remove the –dry flag and run it again, this time it will run the script on your production data, so make sure to validate the results and outcome.
Once you have created your data transformation files, the next logical thing you’d likely want to do is add this to your CI/CD.  To do so add the command to your workflow/ci file for production environments.
The command will run immediately after the `sls deploy` command, which is useful for serverless applications.
Finally, all of this is saved, as noted above so if you want to see the history of the data transformations, you can run:
`npx sls dynamodt history –table UserExample –stage local`

The tool also provides an interactive CLI for those who prefer to do it this way.
And all of the commands above are supported via CLI as well.

With Dynamo Data Transform, you get the added benefits of being able to version and order your data transformation operations and manage them in a single place. You also have the history of your data transformation operations if you would like to roll back an operation. And last but not least, you can reuse and review your previous data transformations.
We have open-sourced the Dynamo Data Transform tool that we built for internal use to perform data transformations on DynamoDB and serverless-based environments and manage these formerly manual processes in a safe way.
The tool can be used as a Serverless Plugin and as a standalone NPM package.
Feel free to provide feedback and contribute to the project if you find it useful.

Figure 2: Data Transformation Flow Chart 

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Great article on an often-overlooked topic! I am always looking for more tools and more ideas about DynamoDB since it is such an important part of my AWS tool set. Here are a couple of related ideas that I have been thinking about: (1) Schema control or versioning of the JSON structure of the DynamoDB rows, and (2) data versioning and related topics like optimistic concurrency, and (3) AWS Glue crawlers and related mechanisms that allow joining DynamoDB “tables” with other data sources in a SQL JOIN command. Also, check out tools like Dynobase and let us all know of your other finds!

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7pace Timetracker is the industry’s first AI-driven multi-cloud time management solution and is a leading integration for teams using Azure DevOps and GitHub. Expansion to the Atlassian ecosystem is planned.
BOSTON–(BUSINESS WIRE)–Appfire, an enterprise collaboration software company that enables teams to plan and deliver their best work, announced today the acquisition of German company 7pace, creators of the top-selling app for Azure DevOps, 7pace Timetracker, which recently launched on GitHub. This acquisition marks a strategic expansion for Appfire into the Microsoft ecosystem, with continued staffing, product expansion, and go-to-market investments planned for both Azure DevOps and GitHub products. In addition, Appfire and 7pace will bring this leading solution to the Atlassian ecosystem, enhancing and expanding time management offerings for customers.

This latest addition to Appfire’s purpose-built portfolio is driven by a mission to equip and connect every team so they can plan and deliver their best work. Designed and built by developers for developers, 7pace Timetracker incorporates AI and machine learning to seamlessly capture time data within the developer’s workflow. This technology gives individuals and teams the real-time insights they need to improve the way they work across multiple platforms.
“At Appfire, we follow teams, not tools,” comments Randall Ward, Co-Founder and CEO of Appfire. “To drive success and ambitious transformation, product developers need to spend more time innovating. 7pace has developed an AI-driven experience that teams not only need, but want, and we’re thrilled to welcome Marc Schaeffler and the 7pace team to Appfire.”
Time tracking is often perceived as a necessary but high-friction activity in development environments, with negative perceptions of managerial surveillance, lost productivity, and unintuitive platforms. Timetracker was built to not only relieve these pain points, but to actively shift the culture associated with time tracking to address the needs of the developer. The product identifies individual patterns and uses underlying work item data to guide developers, flipping the script on an outdated, contextually unaware time entry model.
Capturing and aggregating time data across platforms helps work flow across tools and teams, aligning perfectly with Appfire’s product strategy.
“This acquisition represents a continued investment in our customers and an opportunity to disrupt the legacy time management market,” comments 7pace Founder and CEO Marc Schaeffler. “We have searched for a partner that aligns with our values, not only internally with our people, but on the level of service and respect we show our customers, and we immediately felt at home with Appfire.”
The entire 7pace team — many of whom are local to 7pace’s headquarters of Munich, Germany — has joined Appfire. This new location will allow Appfire to more directly support customers and channel partners within the German market.
About Appfire
Appfire is a leading enterprise collaboration software provider for teams looking to make work flow, from planning to product ideation, to product development, project delivery, and beyond. Appfire gives teams the best solutions to enhance, augment, connect, and extend platforms like Atlassian, Salesforce, and Microsoft. Appfire enables teams to thrive and do their best work. Many of Appfire’s popular software products are sold on the Atlassian Marketplace, where Appfire has the most widely adopted portfolio of Atlassian apps with 200,000+ active installations across tens of thousands of customers worldwide. Appfire’s popular solutions help teams with Workflow & Automation, Product Portfolio Management, IT Service Management, Document Management, Business Intelligence and Reporting, Administrative Tools, Agile Tools, Developer Tools, Time Tracking, Publishing, and Visual Collaboration. Learn more at www.appfire.com.
About 7pace
7pace Timetracker is a fully built-in professional time management solution for teams using Azure DevOps and GitHub (beta). 7pace Timetracker supports engineers, builds feedback, and helps teams learn and improve over time. It automates standard tasks, allows teams to create reports, and helps forecast project time. From user stories to individual work items or issues, 7pace Timetracker integrates seamlessly into existing IT landscapes. 7pace offers a desktop app, an integrated API, and more options to get project and time data wherever it’s needed. Learn more at www.7pace.com.
Josh Payne, PR Director
joshua.payne@walkersands.com
781-264-8096
Josh Payne, PR Director
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781-264-8096

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Case management software is a type of software used to manage cases in a court or other legal setting. It is used to track the progress of a case from start to finish, store associated documents and evidence, and provide access to the case data to all parties involved. The software typically includes features such as task management, calendar management, document management, and collaborative communication tools. It is designed to help legal professionals save time and money, and improve the overall efficiency of their workflow.
Case Management Software Market research is an intelligence report with meticulous efforts undertaken to study the right and valuable information. The data which has been looked upon is done considering both, the existing top players and the upcoming competitors. Business strategies of the key players and the new entering market industries are studied in detail. Well explained SWOT analysis, revenue share and contact information are shared in this report analysis.
The global Case Management Software market is expected to grow at a CAGR of 9% in terms of revenue over the forecast period from 2023 to 2030, owing to a number of variables about which A2Z Market Research provides detailed insights and projections in the global Case Management Software market research.
Get the PDF Sample Copy (Including FULL TOC, Graphs and Tables) of this report @:
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Top Key Players Profiled in this report are:
Pegasystems, IBM, LegalEdge, AINS, Salesforce, MyCase, Actionstep, Dell Technologies, Appian, Athena Software
The key questions answered in this report:
Global Case Management Software Market Segmentation:
Market Segmentation: By Type
Web-Based
Cloud Based
On-Premise
Market Segmentation: By Application
Law Firms
Hospitals
Various factors are responsible for the market’s growth trajectory, which are studied at length in the report. In addition, the report lists down the restraints that are posing threat to the global Case Management Software market. It also gauges the bargaining power of suppliers and buyers, threat from new entrants and product substitute, and the degree of competition prevailing in the market. The influence of the latest government guidelines is also analyzed in detail in the report. It studies the Case Management Software market’s trajectory between forecast periods.
Regions Covered in the Global Case Management Software Market Report 2022:
The Middle East and Africa (GCC Countries and Egypt)
North America (the United States, Mexico, and Canada)
South America (Brazil etc.)
Europe (Turkey, Germany, Russia UK, Italy, France, etc.)
Asia-Pacific (Vietnam, China, Malaysia, Japan, Philippines, Korea, Thailand, India, Indonesia, and Australia
The cost analysis of the Global Case Management Software Market has been performed while keeping in view manufacturing expenses, labor cost, and raw materials and their market concentration rate, suppliers, and price trend. Other factors such as Supply chain, downstream buyers, and sourcing strategy have been assessed to provide a complete and in-depth view of the market. Buyers of the report will also be exposed to a study on market positioning with factors such as target client, brand strategy, and price strategy taken into consideration.
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The report provides insights on the following pointers:
Market Penetration: Comprehensive information on the product portfolios of the top players in the Case Management Software market.
Product Development/Innovation: Detailed insights on the upcoming technologies, R&D activities, and product launches in the market.
Competitive Assessment: In-depth assessment of the market strategies, geographic and business segments of the leading players in the market.
Market Development: Comprehensive information about emerging markets. This report analyzes the market for various segments across geographies.
Market Diversification: Exhaustive information about new products, untapped geographies, recent developments, and investments in the Case Management Software market.
Table of Contents
Global Case Management Software Market Research Report 2022 – 2029
Chapter 1 Case Management Software Market Overview
Chapter 2 Global Economic Impact on Industry
Chapter 3 Global Market Competition by Manufacturers
Chapter 4 Global Production, Revenue (Value) by Region
Chapter 5 Global Supply (Production), Consumption, Export, Import by Regions
Chapter 6 Global Production, Revenue (Value), Price Trend by Type
Chapter 7 Global Market Analysis by Application
Chapter 8 Manufacturing Cost Analysis
Chapter 9 Industrial Chain, Sourcing Strategy and Downstream Buyers
Chapter 10 Marketing Strategy Analysis, Distributors/Traders
Chapter 11 Market Effect Factors Analysis
Chapter 12 Global Case Management Software Market Forecast
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