As the wealth management business increasingly becomes a technology business, the wealthtech market is poised for substantial growth and expansion behind the momentum of cutting-edge tech.
But we’ll have to wait a few more years to see it hit its peak.
A report from Grand View Research predicts that the global wealth management software market will reach $12.07 billion by 2030, growing at a compound annual rate of 13.9% over the next eight years.
The California-based research firm’s 159-page analysis expects the market growth to be driven by an “increasing demand for wealth management software from financial advisors to effectively understand the needs of their clients and streamline the financial management of their clients accordingly.”
Researchers say the widening scope of wealth management software to cover everything from accounting and investment management to estate planning and retirement planning bodes well for the future. At the same time, rapid advances combined with greater adoption of the latest technologies for wealth management are expected to intensify the competition between traditional and non-traditional firms.
“The growing number of small and medium enterprises across the globe, and subsequently, the growing preference of these enterprises for modern solutions based on the latest technologies, such as blockchain and AI, are expected to create new growth opportunities for the (small and medium enterprises) segment,” said a statement from Grand View Research. “Financial advisors are widely adopting financial advice and management solutions to increase productivity, improve workflow efficiency and strengthen client relationships by helping clients in attaining their financial and investment goals.”
According to the study, the trading and exchange firms end-use segment is expected to witness the fastest growth over the forecast period as individuals are aggressively opting for forex and equity trading to augment their financial gains.
The growing adoption of wealth management solutions by trading and exchange firms to optimize efficiency and reduce operating expenses is also considered a positive for the segment.
When discussing the rise in wealth managers turning to AI-backed applications to offer personalized solutions to their clients, researchers say businesses are particularly adopting predictive analytics tools based on AI and machine learning to analyze the large volumes of data related to investments and forecast future trends. 
“The increasing number of high net work individuals across the globe is expected to play a niche role in driving product adoption over the forecast period. HNWIs require various services, including investment management services, tax advice, billing services and portfolio management services, among others,” according to the Grand View study.
Researchers also say reducing the manual processes remains a priority, and surprisingly, the outbreak of the COVID-19 pandemic is seen as a boon for new growth opportunities.
“Several businesses and individuals are approaching wealth management service providers to seek investment advice and plan their investments appropriately in the wake of the outbreak of the pandemic,” said a statement from Grand View Research. “As such, market players are responding to the changing requirements of their clients and diversifying their solutions and services to manage the accounting, estate planning, investment planning and retirement planning of their clients.”
The robo-advisory segment is expected to witness the fastest compound annual rate over the forecast period due to the growing adoption of the robo-advisory platform to automate portfolio creation based on the income, risk parameters and other facets of a client’s investment mandate, according to the study. 
Several businesses across the globe are also focusing on deploying cloud-based solutions to ensure easy access to data and deliver personalized services to their clients. 
Scroll down to get caught up on other recent fintech news you might have missed in our Wealthtech Weekly recap. 
The free, two-day digital event features 10 sessions and 30 speakers tackling the burning questions about digital assets that matter most to financial advisors.
Financial Planning’s list of movers and shakers in the industry, and what we expect from them in the coming year.
A retired dentist won a huge FINRA arbitration award after accusing his best friend and longtime broker of trading in tech stocks without his consent.
The giant investment bank announced cuts across the board, but its reported sparing of financial advisors suggests that wealth careers may be recession-proof in 2023.
Planners warn that clients still need financial education to understand the ins-and-outs of new plans.
Independent financial advisors and wealth management firms are finding methods of collaborating more closely with professionals from other fields.
Lacking any formal codification or an accurate count of customers, the planning profession is struggling with some fundamental questions.

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Stratagem Market Insights’ latest published report provides global insights into the Document Management Software for Mac Market in 2022. The report summarizes the result of the assessment in the field of Document Management Software for Mac Market from a global perspective. The report provides Document Management Software for Mac market size analysis By Types, Application categories, and Regional-level analysis of the top geographies. Also, The report provides the current market trends and presents growth and forecasts for the next six years from 2022 to 2030. The market is analyzed by the supply side, considering the market penetration of Document Management Software for Mac for all the regions globally. Moving to the market competitive scenario, the product, and service offerings of the prominent organizations along with business strategies employed by them to maintain a stronghold in this marketplace are reviewed thoroughly.
The statistical information presented in this report is predicated on the Document Management Software for Mac Market primary, secondary investigation and study, and media release. This comprises data from a global group of experts from market notable players to provide the latest information on the international Document Management Software for the Mac Market. Moving forward, segmentation analysis is obviously explained considering all the significant probabilities pertinent to Document Management Software for Mac Market conditions.
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𝐓𝐡𝐞 𝐦𝐚𝐫𝐤𝐞𝐭 𝐈𝐧𝐭𝐞𝐥𝐥𝐢𝐠𝐞𝐧𝐜𝐞 𝐃𝐚𝐭𝐚 𝐡𝐚𝐬 𝐰𝐨𝐫𝐤𝐞𝐝 𝐡𝐚𝐫𝐝 𝐭𝐨 𝐩𝐫𝐨𝐯𝐢𝐝𝐞 𝐲𝐨𝐮 𝐟𝐨𝐫𝐞𝐜𝐚𝐬𝐭 𝐟𝐫𝐨𝐦 𝟐𝟎𝟐𝟐 𝐭𝐨 𝟐𝟎30 𝐰𝐢𝐭𝐡 𝐜𝐨𝐦𝐩𝐫𝐞𝐡𝐞𝐧𝐬𝐢𝐯𝐞 𝐢𝐧𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐰𝐢𝐭𝐡 𝐚𝐧𝐚𝐥𝐲𝐭𝐢𝐜 𝐝𝐚𝐭𝐚 𝐭𝐡𝐚𝐭 𝐰𝐢𝐥𝐥 𝐛𝐚𝐜𝐤 𝐮𝐩 𝐭𝐡𝐞 𝐩𝐫𝐞𝐝𝐢𝐜𝐭𝐢𝐨𝐧.
• Key market players in the industry
• Geographical base of Document Management Software for the Mac market
• User applications
• Product distribution
• Sales volume of product
• Overall growth forecast of Market
𝐌𝐚𝐣𝐨𝐫 𝐏𝐥𝐚𝐲𝐞𝐫𝐬 𝐈𝐧 𝐓𝐡𝐢𝐬 𝐌𝐚𝐫𝐤𝐞𝐭 𝐀𝐫𝐞:
✤ PandaDoc
✤ PDFfiller
✤ Wrike
✤ Backlog
✤ Samepage
✤ Zoho
✤ Templafy
✤ eFileCabinet
✤ M-Files
𝐓𝐲𝐩𝐞 𝐎𝐮𝐭𝐥𝐨𝐨𝐤
✤ Cloud-based
✤ On-premise
𝐀𝐩𝐩𝐥𝐢𝐜𝐚𝐭𝐢𝐨𝐧 𝐎𝐮𝐭𝐥𝐨𝐨𝐤
✤ Large Enterprises
✤ SMEs
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Marketing Communication and Sales Channel
Understanding marketing effectiveness on a continual basis help determine the potential of advertising and marketing communications and allow us to use best practices to utilize an untapped audience. In order to make marketers make effective strategies and identify why the target market is not giving attention, we ensure the Study is Segmented with appropriate marketing & sales channels to identify potential market size by Revenue and Volume*
Pricing and Forecast
Pricing/subscription always plays an important role in buying decisions; so we have analyzed pricing to determine how customers or businesses evaluate it not just in relation to other product offerings by competitors but also with immediate substitute products. In addition to future sales Separate Chapters on Cost Analysis, Labor*, production*, and Capacity are Covered.
Regional Analysis of the Document Management Software for the Mac Market:
The global Document Management Software for Mac Market research report details the ongoing market trends, development outlines, and several research methodologies. It illustrates the key factors that directly manipulate the Market, for instance, production strategies, development platforms, and product portfolio. According to our researchers, even minor changes within the product profiles could result in huge disruptions to the above-mentioned factors.
➛ North America (United States, Canada, and Mexico),
➛ Europe (Germany, France, UK, Russia, and Italy)
➛ Asia-Pacific (China, Japan, Korea, India, and Southeast Asia)
➛ South America (Brazil, Argentina, Colombia, etc.)
➛ the Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria, and South Africa)
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The Global Document Management Software for Mac Market Industry Report Covers The Following Data Points:
𝐒𝐞𝐜𝐭𝐢𝐨𝐧 𝟏: This section covers the global market overview, including the basic market introduction, and market analysis by its applications, type, and regions. The major regions of the global Market industry include North America, Europe, Asia-Pacific, the Middle East, and Africa. Document Management Software for Mac Market industry statistics and outlook (2022-2030) are presented in this section. Market dynamics stating the opportunities, key driving forces, and market risk are studied.
𝐒𝐞𝐜𝐭𝐢𝐨𝐧 𝟐: This section covers the market manufacturer’s profile based on their business overview, product type, and application. Also, the sales volume, market product price, gross margin analysis, and share of each player are profiled in this report.
𝐒𝐞𝐜𝐭𝐢𝐨𝐧 𝟑 𝐚𝐧𝐝 𝐒𝐞𝐜𝐭𝐢𝐨𝐧 𝟒: These sections present the market competition based on sales, profits, and market division of each manufacturer. It also covers the industry scenario based on regional conditions.
𝐒𝐞𝐜𝐭𝐢𝐨𝐧 𝟓 𝐚𝐧𝐝 𝐒𝐞𝐜𝐭𝐢𝐨𝐧 𝟔: These sections provide forecast information related to Document Management Software for Mac Market (2022-2030) for each region. The sales channels include direct and indirect marketing, traders, distributors, and development trends presented in this report.
𝐒𝐞𝐜𝐭𝐢𝐨𝐧 𝟕 𝐚𝐧𝐝 𝐒𝐞𝐜𝐭𝐢𝐨𝐧 𝟖: In these sections, Industry key research conclusions and outcome, analysis methodology, and data sources are covered.
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What are the goals of the report?
①The predicted market size for the Document Management Software for the Mac Industry at the conclusion of the forecast period is shown in this market report.
②The paper also analyses market sizes in the past and present.
③The charts show the year-over-year growth (percent) and compound annual growth rate (CAGR) for the given projected period based on a variety of metrics.
④The research contains a market overview, geographical breadth, segmentation, and financial performance of main competitors.
⑤The report analyzes the growth rate, market size, and market valuation for the forecast period.
 𝐑𝐞𝐚𝐬𝐨𝐧𝐬 𝐭𝐨 𝐏𝐮𝐫𝐜𝐡𝐚𝐬𝐞 𝐭𝐡𝐢𝐬 𝐑𝐞𝐩𝐨𝐫𝐭:
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 Table Of Content:
➳ Introduction

➳ Executive Summary

➳ Document Management Software for Mac  Market Dynamics

➳ Key Insights

➳ Qualitative Analysis – Impact of COVID-19

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15 Best Project Management Apps in December 2022 – Cheap Deals  Business 2 Community
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May 10, 2022 10:30 ET | Source: Persistence Market Research Persistence Market Research
New York, New York, UNITED STATES
New York, May 10, 2022 (GLOBE NEWSWIRE) — As per a study by Persistence Market Research, from US$ 4.6 Billion in 2022 to US$ 10.4 Billion in 2032, the global Online Project Management Software Market is predicted to grow at an 8.5% CAGR from 2022 to 2032. One of the major key factors such as the rise in remote working is also augmenting the growth of the online project management software market. Since the pandemic outbreak in 2020, remote working has significantly gained traction. Remote working will likely continue for the foreseeable future. This has brought up some interesting challenges for project managers.

According to the Gartner survey of 2020, 74% of companies are planning to shift to remote work post-COVID-19 permanently. Online project management software can be a major benefit in these circumstances. Therefore, it is expected that demand for online project management software will increase during the forecast period. Increasing requirements for large-scale project management is notably driving the online project management software market growth during the forecast period. Another major factor that is fueling the growth of the global online project management software market includes the increasing requirements for large-scale project management.
Moreover, the capability of minimizing project risks and cost has directed small and medium enterprises to adopt the software for optimization of project management. Growing demand for automation of business process management is also expected to fuel the online project management market growth. The customized offering of the industries expected to enhance the demand for project management software in the forthcoming years.
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Key Takeaways from the Market Study
Competitive Landscape
Major players such as ActiveCollab LLC, Apptio Inc., Asana Inc., Atlassian Corp. Plc., Basecamp LLC, Citrix Systems Inc., Clarizen Inc., LiquidPlanner Inc., Mavenlink Inc., Codleo, SAP, Microsoft Corp., Planbox Inc., Premiere Global Services Inc., ProjectManager.com Inc., Redbooth, Smartsheet Inc., TeamGantt, Teamwork Crew Ltd., Workfront Inc., Wrike Inc., Zoho Corp. Pvt. Ltd., among others are expected to dominate the market share in terms of revenue.
Know the methodology of report: https://www.persistencemarketresearch.com/methodology/33076
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Find More Valuable Insights on Online Project Management Software Market
Persistence Market Research (PMR) published a detailed study on the Online Project Management Software Market, which includes global industry analysis for 2015-2021 and forecasts for 2022-2032. The report provides an insightful analysis of the market concentration across five different regions, through end-user segment. The report titled – ‘Online Project Management Software’ deliberates current installed base, product usage in various applications from domestic to industrial, as well as prevailing trends and technologies. Along with this, detailed value chain analysis pertaining procurement and aftermarket services has been presented in the report.
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Unionizing was not the first solution explored by exasperated teaching assistants in the computer science department.
Facing what they saw as systemic issues within the department, such as overworking and inaccurate hour logs, the TAs sought department help. They communicated with and met department leaders and secured a raise for their colleagues. But they found that change insufficient.
Months after presenting their concerns, a group of computer science undergraduate TAs announced their intention to unionize in an Instagram post on Monday. Organizers described issues in the department in their announcement, including TAs frequently working overtime, underreporting hours and playing the “role of professors” by “writing handouts, rubrics and lecture slides,” according to the Teaching Assistant Labor Organization’s press release.
And these issues span courses across levels in the department and are persistent, The Herald found through interviews with organizers, other undergraduate TAs and department officials.
Before the union was officially announced, The Herald interviewed nine students involved in organizing TALO about departmental issues and TAs’ attempts to address them prior to unionization. They said TAs often work more hours than the University allows, are tasked with developing large portions of course material and have worked without official positions through Workday — the University’s human resources management system — which causes hours to be backlogged and has led to students choosing to work without Workday positions. 
Working without Workday positions violates labor laws, said Tom Doeppner, associate professor of computer science in research and the department’s director of undergraduate studies. 
Seven other TAs not involved with the union’s organizing committee had noticed many of the same problems but said issues vary between courses, and larger classes with fewer TAs feel a more intense burden.
TA workloads have “been a tough problem,” Doeppner said. “Many TAs felt that (their) course really needed them to work, and they would put in the time.”
Doeppner, who spoke to The Herald on behalf of the entire department, noted that the department has procedures in place meant to alleviate many problems that TAs and TALO described. But union organizers said that implementation of the guidelines varies across the department, and when problems arise there is no formal avenue for TAs to report concerns.
If TAs have an issue with a professor, Doeppner has encouraged them to reach out to him or Roberto Tamassia, professor of computer science and department chair. He added that when students bring him complaints, he will discuss them with the professor for those students’ courses and send the relevant faculty member the anonymized complaint.
Several TAs also noted that intense pressure and emotional burden comes from being overworked and bearing responsibility for course development.
“I feel like the CS department could not exist without the TA program,” said Parker Simon ’24, a head teaching assistant for CSCI 0330: “Introduction to Computer Systems.”
“Growing pains”: A rapidly expanding department
In 2011, 57 students graduated with degrees in computer science, including joint concentrators, Doeppner said. In the spring, 366 computer science concentrators graduated from the department. 
This semester, CSCI 0150: “Introduction to Object-Oriented Programming and Computer Science” has 424 students enrolled, according to Courses@Brown. In 2016, the same course had 323 students.
The TA program has grown as well, with “about 400” TAs working for pay or course credit this semester, according to Doeppner. Those TAs are primarily undergraduate teaching assistants and HTAs, who manage and hire UTAs and help plan courses. 
UTAs are primarily responsible for grading assignments and answering student questions during office hours and on Ed Stem, the department’s online forum for students to ask questions about courses. The role’s responsibilities are outlined in the UTA missive, a document written by department representatives and meta teaching assistants, who oversee the department’s hiring and physical space assignments.
“The department across the board is dealing with these growing pains,” said Daniel Ritchie, assistant professor of computer science and instructor of CSCI 1230: “Introduction to Computer Graphics.” 
“A central question we’re dealing with (is) how do we scale to the demand we’re experiencing,” Ritchie said. To address issues in the past, “typically informal processes worked” because “the department was small.”
“As things scale up, you need to impose more structure sometimes,” he added.
Last spring, an open letter from UTAs and HTAs circulated within the department asking the department and University administration to work with TAs to change how they were treated. Signed by 44 people, including 33 who identified themselves as TAs, it called for clearer expectations for workloads and job descriptions, better compensation and reduced course material creation responsibilities after the start of the semester.
Eight TAs who spoke with The Herald said their work creates an emotional burden. The letter noted that “TAs have often felt personally responsible for a course’s success and operation.” 
The open letter also called for “formalized reporting mechanisms,” which the department lacks, said Nick Young ’23, a five-time TA who was not involved in union organizing. 
The letter was written after the first of four meetings last spring between nine TAs and three department representatives: Doeppner, Kathi Fisler — professor of computer science for research and the department’s associate director of undergraduate studies — and Ugur Cetintemel, professor of computer science and chair of the department at the time.
The meetings prompted some changes, said Colton Rusch ’23 and Eva Lau ’23, HTAs for CSCI 0320: “Introduction to Software Engineering” who helped write the letter and served on the union organizing committee. The union organizing committee and working group have overlap but are not the same.
This summer, the department received University permission to raise TA wages roughly 20% across the board, Doeppner said. UTAs are now paid $15.50 per hour, HTAs are paid $17.50 per hour and MTAs are paid $23 per hour, according to an August email sent to the department  reviewed by The Herald. 
The department also edited job descriptions and the missive for HTAs and UTAs, Rusch said. 
“The old HTA missive said generally, ‘You should do whatever it takes to keep the course running smoothly,’ ” Ritchie said. Fisler added that the group designed a form meant to assign “key tasks” ahead of time to faculty course instructors and TAs that a “handful” of courses have used this fall, including Ritchie’s.
Still, TALO’s organizers felt the department’s decentralized structure prevents enforcement of guidelines, with some TAs still putting in too many hours and taking on course development well into the semester that is meant for breaks and TA camp — when TAs come back to campus early to put together key pieces of a course. Some also said they have continued to experience problems with their Workday positions.
Doeppner clearly outlined workload expectations for UTAs — and noted that TAs should be paid for all hours worked — in a 2021 all-TA email and a speech at an all-TA meeting during fall 2022 TA camp, both of which were reviewed by The Herald. He relayed a similar message to faculty members, he said, adding that he did not mention HTAs’ workloads to student staff but did to faculty.
On Oct. 20, Fisler reached out to members of the working group, many of whom had joined the organizing committee, to resume work, according to an email reviewed by The Herald. Rusch explained to The Herald that the working group decided not to respond because many of their broader concerns about the department had gone unaddressed in the spring. By then, members were instead focused on organizing the union.
Inaccurate timesheets and working without positions
Earlier this year, two courses entered TA camp with multiple student workers not having positions in Workday, according to multiple HTAs. Both incidents, which were in larger courses with more than 10 TAs and 125 students, were confirmed by Doeppner. 
In the first instance, the course began work with UTAs who did not realize they weren’t yet registered in Workday, where TAs log their hours to be paid. Upon learning this, unregistered TAs stopped work until they were onboarded. 
In the second, UTAs without positions initially were instructed not to work by their HTAs, but then were instructed to begin course development shortly after — despite not yet being in Workday’s system — in an effort to prevent extending work into the semester. They later backlogged those hours.
In an August meeting at the start of TA camp, Doeppner said students not in Workday were not allowed to work. He also said he received a “number of emails about TAs not having their positions,” according to a meeting recording reviewed by The Herald.
MTAs manage hiring for UTAs in consultation with Doeppner and Fisler, and professors hire HTAs, but it is the department’s responsibility to onboard TAs into Workday, Doeppner said. One administrative staff member is primarily responsible for enrolling the roughly 400 TAs in Workday and managing hours, Doeppner confirmed.
As an employer, the University is subject to the federal Fair Labor Standards Act, which requires employers to accurately log time worked by employees. Hourly workers are also required to record all time worked, according to University guidelines.
TAs who have been hired but do not yet have Workday positions over academic breaks or during TA camp often continue to work while waiting for their Workday positions, said Young, the five-time TA. When students do that work, it violates the University’s policy, Doeppner said.
Doeppner emphasized that the department aims to compensate TAs for every hour they work, regardless of if they were in the system — rhetoric that Young said he has noticed.
The department has implemented a new strategy to address previous administrative issues: onboarding TAs onto Workday immediately after they are offered a job, Doeppner explained. Previously, students were onboarded during or after breaks in the academic calendar. Hiring all TAs “by default” keeps the department from making errors, he added.
Course development and professor bandwidth
Course development was mentioned as a source of extra work for seven TAs interviewed, all of whom were involved in TALO. 
Each TA said their respective professor took a different approach to course development. Because computer science is ever-evolving, courses constantly change to keep up, Young said.
This semester, Tim Nelson — assistant professor of computer science and the instructor for the course Lau and Rusch TA — has increased his role in course development, removing work that would have previously fallen upon HTAs. 
Nelson did not respond to multiple requests for comment by press time.
“The problem is, that’s Tim’s decision,” said Galen Winsor ’22.5. Winsor, a CSCI 0320 UTA and socially responsible computing teaching assistant, meaning he is responsible for ethics-focused elements of the course, as well as a union organizing committee member, also helped write the letter. The department lacks standards to ensure all professors develop courses beyond lecturing, said Derick Toth ’23, a UTA for CSCI 1230. 
Doeppner said CS professors face a “huge amount of pressure” to ensure TAs do not have excessive hours, and that management intervenes if there is concern TAs are overworked. Professors are accountable for their courses through feedback and course review and should be “familiar enough with the assignments to help students that might otherwise go to a TA,” he added.
Anika Ahluwalia ’23, HTA for CSCI 1300: “User Interfaces and User Experience,” said that while course instructor Jeff Huang, associate chair and associate professor of computer science, is involved in course development, HTAs were responsible for adding an assignment, changing the structure of a studio and creating a two-day “user interface camp.” This work stretched into the semester. She attended two union meetings but was not involved in its organization.
In response to questions about Ahluwalia’s workload for his course, Huang wrote in an email to The Herald that he appreciated his HTAs’ dedication and has spoken with them about managing their workload. One provision resulting from those conversations was a 15-hour work limit, after which “work should cease.”
Zack Cheng ’23, an HTA for CSCI 1230 who did not sign the letter but helped organize the union, said that he was polishing course materials — examples of completed assignments — through the beginning of the semester. Ritchie, the course’s instructor, said that he “inherited” the course with the intent to modify its curriculum while keeping high-level topics the same. While Cheng expected to make large changes, he said that work hours were greater than he expected.
“It’s hard to work to develop a course while you’re working on your own courses,” said Rusch, “and trying to be a person.”
Ritchie said that when he sees Cheng getting “overworked,” he has tried to intervene. But Cheng noted that Ritchie does not review materials unless Cheng asks.
Ritchie said he oversaw planning for course development and was happy to “take passes” on materials but does not have the “bandwidth” to write code because of his additional responsibilities in advising and research.
Other TAs, such as Paul Biberstein ’23, Simon and Harisen Luby ’23 — another HTA for CSCI 0330 — said their course development work primarily ended with TA camp. In CSCI 0330, HTAs planned the course’s logistics and wrote a script, but Doeppner is “very involved,” Simon said.
Last semester, TAs for CSCI 0200: “Program Design with Data Structures and Algorithms” struggled with work that began in summer 2021 to develop a course merging former classes CSCI 0160: “Introduction to Algorithms and Data Structures” and CSCI 0180: “Computer Science: An Integrated Introduction,” said UTA Harshini Venkatachalam ’23, a Herald illustrator.
Venkatachalam is a member of the organizing group, a UTA for CSCI 1810: “Computational Molecular Biology” and a former HTA for CSCI 0200. CSCI 0200 canceled its final two labs, a move TAs encouraged, Venkatachalam said.
This semester, most of CSCI 0200’s course content was “predeveloped,” Seth Sabar ’24 said, noting that the HTAs occasionally “touch up” labs and projects.
Ahluwalia said she often feels like the “face” of her course, a sentiment echoed by other TAs.
“Immense amount of pressure”: TAs working extra hours
In the spring, beyond the changes from the meetings, the working group distributed a survey reviewed by The Herald in which 65 TA respondents cited a culture in which extra work hours were expected. It also showed that a slight majority had underreported their hours when logging them. 
Two TAs, who were involved with either the organizing committee or letter group, told The Herald that they had worked significantly more than their authorized 20 weekly hours in 2022 — Ahluwalia this fall and Joe Han ’22, a member of the spring’s working group, last semester.
Department guidelines state that UTAs should work no more than 10 hours each week, Doeppner said. The expectation for HTAs is less “spelled out,” he said, but HTAs should never work more than 20 hours weekly, the University’s recommended limit for undergraduate employees. TAs are allowed to work 40 hours per week during TA camp.
Ahluwalia worked an average of 29 hours per week for the two-week span between Oct. 23 and Nov. 5, according to a payslip reviewed by The Herald. Once she hits 15 work hours in a week, Ahluwalia now meets with Huang, the course instructor, to determine what to prioritize — but still typically works 20 to 25 hours each week, she said. 
With 391 students enrolled in Ahluwalia’s course, work tends to exceed the capacity of the 15-person TA staff, she said. Because the course was smaller when it was last taught in 2020, it is understaffed in TAs, Doeppner said; as a rule, each course has one TA for every eight to 10 students. CSCI 1300 has a ratio of one TA to about 26 students.
Huang wrote that “if (TAs) end up working more” than the limit in his course, “they should be paid” for each additional hour.
Han said he logged 20 to 30 hours a week in the first half of the spring 2022 semester as an HTA for CSCI 0200. By the end of the semester, Han’s average dropped below 20 hours per week. Sabar, then a UTA for the course, said HTAs regularly logged more than 20 hours.
With a new course, “mid-semester adjustments” may be needed, Fisler, formerly one of two instructors for CSCI 0200, wrote in an email to The Herald.
This fall’s workload for CSCI 0200 has been different, said Sabar, now an HTA. This semester, he has consistently recorded about 15 hours weekly, aside from the first two weeks when his total was near 25. The class’s unusually high TA-to-student ratio helps keep his workload lighter, he said.
“We’re unhappy if you work more hours,” Doeppner said. “We’re even more unhappy if you don’t report the hours.” Students who work more than 40 hours in a week should receive overtime pay, he added.
Cheng, Simon and Luby separately said that their workload typically ranges from 15 to 20 hours per week, though Luby worked around 25 hours in the first weeks of the semester, she said. She partially expected to go over 20 hours. She enjoys the job, she said, and feels comfortable going to Doeppner with concerns.
“It becomes a problem when professors aren’t aware” of TAs’ extra work, Luby said.
“I feel an immense amount of pressure,” Luby explained. When things go awry, “it’s hard not to feel like it’s your fault.”
“In general, faculty members should be aware of other HTAs being overly stressed,” Doeppner said. “This is sometimes difficult because a student might be feeling a huge burden by the position, and they’re doing an amazingly good job of not letting it show.”
Han recalled one instance of working until 4 a.m. “A lot of people (were) counting on me,” he said, “and I can’t afford to let this go wrong.”
Additional reporting by Sam Levine and Alex Nadirashvili
Correction: A previous version of this article incorrectly stated that Cheng was remaking course materials and demos. The Herald regrets the error.
Clarification: A previous version of this article did not accurately reflect how Cheng asked Ritchie to review materials. The story has been updated.
Will Kubzansky is a University News editor from Washington, D.C. who oversees the admission & financial aid and staff & student labor beats. In his free time, he plays the guitar and soccer — both poorly.
The Brown Daily Herald, Inc. is a financially independent, nonprofit media organization with more than 250 students working across our journalism, business and web divisions.
Donations are integral to the continued success of the Brown Daily Herald. If you are able, please take one minute to make a tax-deductible contribution to support our student journalists and keep us online and growing. Thank you!

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​When the human resource team at Impact Networking invested in a next-generation document management system, it shifted the department’s efforts to go paperless into overdrive. The new technology allowed HR to digitize myriad paper forms and documents, eliminate cumbersome e-mail threads, collaborate on documents, and track and store digital forms more efficiently and securely.
Mary Zellers, director of HR at Impact Networking, a managed services provider in Lake Forest, Ill., said the platform from vendor PandaDoc enabled her team to digitize offer letters to job candidates; compensation plans; and administrative documents like position changes, salary adjustments, leave requests and offboarding forms.
"We were able to accelerate the digitization of paper documents but also added important new efficiencies to how we organize, track, approve and store all of those forms," Zellers said.
The platform proved its mettle during the pandemic when Impact’s workforce started working remotely, she said. "We had to send a lot of documents out quickly to employees, like work-from-home contracts and other agreements and training resources. We were able to rapidly create those digitally and automatically send them to large groups. In the first three months of the pandemic, we sent out about 1,800 digital documents."
The system’s reusable templates and collaboration tools also have streamlined HR workflows, Zellers said. "Many of our documents require multi-employee sign off from finance, line managers and employees. We no longer need to send out individual versions to people because we can collect multiple e-signatures on the same document."
Zellers said the platform allows her to know at a glance who’s received and signed documents.
Value of Next-Generation Document Management Platforms
Experts say that while HR has made progress in digitizing the many forms and documents used in the department, it still lags other organizational functions in that effort. In its 2021 Global Enterprise Content Management survey, Forrester found that overall adoption of document and content management platforms rose steadily in the last year. The top three reasons for implementing these platforms were to digitize business processes, achieve cost-effective automation, and improve legal and regulatory compliance, the study noted. 
Vendors have recently launched new applications designed specifically for employee file management, onboarding and contractor compliance, according to the study.
A 2020 study by Aberdeen Strategy and Research in Austin, Texas, found that one of HR’s top challenges is that the sheer volume of requests to the department is growing too fast for current technology solutions to handle. The study’s authors concluded now is the time to digitize processes that still have manual and paper-based steps.
The Aberdeen study found that HR functions using simple techniques such as e-signatures can improve employee productivity by up to 70 percent and allow organizations to be up to four times faster in time-to-hire for job candidates than those not using e-signatures.  
Experts say document management systems also help HR avoid the headaches and time delays related to the still-common practice of sending out forms via e-mail to be reviewed and signed.
"In the past, important documents here would get stuck in e-mail inboxes and never make it to a personnel file," Zellers said. "With the digital storage, automated workflows and notifications provided by our new system, there’s a reassurance forms end up where they’re supposed to be. It’s extremely important in HR to have processes in place that ensure safe storage of documents and a clear audit trail if needed."
Innovations in Document Management Systems
Cheryl McKinnon, a principal analyst for Forrester, said innovations from document and content management vendors are helping to accelerate the move to "digital-first" HR documents, processes and file management.
Those innovations include a growing use of artificial intelligence and machine learning. "New, intelligent services are helping HR extract useful data and text more quickly from a broader range of less-structured document types and are helping to solve new problems," McKinnon said.
For example, this new technology is being used to auto-detect missing signatures on documents and ensure remediation quickly, rather than delaying a new hire or manager approval, she said. In addition, "intelligent data extraction" platforms no longer depend on human operators to define specific "zones" on a document to extract an employee ID number or address.
"New AI tools can find the relevant piece of data even if the documents are laid out differently, such as with resumes," McKinnon said.
Improvements to integration and search features on these platforms have allowed HR teams to better manage documents and forms alongside the employee data in human resource information systems and case management or service desk applications, she added. "That helps provide a more contextual view of an employee record or a transaction."
McKinnon said cross-repository or cross-application search ability also is increasingly essential for HR, particularly for those operating a mix of on-premises and cloud applications or who have a strategy of growing via merger and acquisition where there are multiple systems holding digital records.
Challenges of Digitizing HR Forms
Digital transformation doesn’t come without challenges and potential risks. Among the key challenges is integrating and creating a common interface when paper documents still exist alongside digital ones, experts say.
"There are some records management applications that do indeed support common search tools to find both types of documents or employee information," McKinnon said. "But it requires that an organization make the effort to import or otherwise capture relevant metadata on the physical folders, boxes or individual items."
For example, a search could return relevant digital items for viewing as well as provide information on where to go to retrieve the physical items by box number, shelf location or warehouse location, she said.
Digital records also can present long-term storage challenges that tend to be overlooked. McKinnon said employee records may have retention rules that span decades based on specific laws or regulations. Examples would be employee certification records, records pertaining to health or safety regulations, and documents about pension obligations.
"Long-term digital preservation is often an afterthought in enterprises," McKinnon said. "But after 10 or 20 years there is a risk of file formats becoming obsolete, as well as risks tied to underlying storage devices not being well-maintained or if a third-party storage provider or app exits the business."
Experts say planning for long-term readability, accessibility and trustworthiness of digital records should be a criterion when selecting HR document or content management platforms.
Dave Zielinski is a freelance business writer and editor in Minneapolis.
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Jul 19, 2022 | Corey Sanders, Corporate Vice President, Microsoft Cloud for Industry and Global Expansion Team
Governments and public sector customers around the world are looking to accelerate their digital transformation, creating opportunities for social and economic growth and enhancing citizen services. Today, I am excited to announce Microsoft Cloud for Sovereignty, a new solution that will enable public sector customers to build and digitally transform workloads in the Microsoft Cloud while meeting their compliance, security and policy requirements. Today, public sector customers can harness the full power of Microsoft Cloud, including broad platform capabilities, resiliency, agility and security. With the addition of Microsoft Cloud for Sovereignty, they will have greater control over their data and increased transparency to the operational and governance processes of the cloud.
Governments are obligated to meet specific requirements for varying data classifications including data governance, security controls, privacy of citizens, data residency, sovereign protections and compliant operations following legal regulations like the GDPR (General Data Protection Regulation). The Microsoft Cloud for Sovereignty — offering governance, security, transparency and sovereign technology — combined with strategic partners can support the digital transformation of government customers unlike any other cloud provider in the world.
Helping customers leverage the cloud while meeting their unique needs
Microsoft Cloud for Sovereignty is being built on the Microsoft public cloud to accelerate digital transformation while creating a customized experience adhering to government requirements. Government customers will have the power of the public cloud, addressing low cost, agility and scale expectations, with the full breadth of capabilities like modern developer services, agile infrastructure, secure DevOps, open-source platforms, modern collaboration and low-code development. Additionally, Microsoft Cloud for Sovereignty customers will continue benefiting from Microsoft’s global security signals, analyzing over 24 trillion signals every day to identify and help protect against local attacks.

Data residency
The foundation of Microsoft Cloud for Sovereignty will start with our Azure regional datacenters. Today, with 60-plus cloud regions, the Microsoft Cloud delivers the broadest capabilities and innovation with data residency and proximity in more locations than any other cloud provider, enabling residency options for the entire Microsoft Cloud including Microsoft 365, Dynamics 365 and Azure. Enabled by our industry-leading policy controls, customers today can meet many regulatory requirements and implement policies to contain their data and applications within their preferred geographic boundary. Customers can specify the country or region for most service deployments with the ability to satisfy industry, national, or global security, privacy and compliance requirements.
Microsoft has the most comprehensive compliance coverage of any cloud service provider with 100-plus offerings including more than 50 which are specific to global regions and countries. Microsoft engages with governments, regulators, standards bodies and nongovernmental organizations to understand emerging requirements and ensure a fast and effective enablement of critical compliance needs.  Specifically in Europe, expanding on our data residency commitment, the forthcoming EU Data Boundary will ensure Microsoft not only stores but also processes customer data in the EU and European Free Trade Association.
Sovereign controls
With Microsoft Cloud for Sovereignty, we will deliver capabilities that will provide customers with additional layers to protect and encrypt sensitive data. These capabilities span the entire Microsoft Cloud from cloud infrastructure, platform services and Software as a Service (SaaS) offerings like Microsoft 365, Dynamics 365 and Power Platform. Customers can leverage Azure Confidential Computing, an innovative technology offering sovereign protection with Confidential Virtual Machines and Confidential Containers. Our unique offering utilizes specialized hardware to create isolated and encrypted memory called Trusted Execution Environments (or TEEs). Customer-owned encryption keys are confidentially and securely released directly from a Managed HSM (Hardware Security Module) into the TEEs executing on customer encrypted data. This secures customer keys, even while in-use, and ensures data is encrypted while at rest, in transit, and in use, helping protect data and keys against numerous security risks and operator access. Customers can benefit from this capability without having to change their application, creating an easy opportunity to leverage the power and scale of the public cloud while still ensuring their data is encrypted at all times. Confidential Compute capabilities extend into purpose-built platform services such as Azure SQL Always Encrypted with secure enclaves and Azure Confidential Ledger.
SaaS solutions like Double Key Encryption  allow users in Microsoft 365 to classify emails and documents as “sensitive,” encrypting the customer data using customer-provided keys to protect data from both security risks and operator access. Furthermore, the Customer Lockbox for Microsoft 365, Customer Lockbox for Microsoft Azure, Customer Lockbox for Power Platform, and the forthcoming Customer Lockbox for Dynamics 365, all ensure that Microsoft will only access customer data to execute service operations when given explicit customer approval.
For customer workloads that require additional proximity, physical/operator control and separation, Azure Arc extends our Azure cloud services, management and governance capabilities into an existing or new on-premises environment. With this, customers can already secure and govern infrastructure and apps anywhere, build cloud-native apps faster with familiar tools and services to run them and modernize their data estate for consistent cloud operations.
To simplify the complexity of the spectrum of data classification requirements, Microsoft Cloud for Sovereignty will include a Sovereign Landing Zone, a solution to simplify the architecture, deployment workflow and provide intelligent tools to orchestrate operations of our various security services and policy controls in a streamlined manner. The Sovereign Landing Zone is being built upon the enterprise scale Azure Landing Zone to recommend and enforce regulatory compliance using Infrastructure-as-Code (IaC) and Policy-as-Code (PaC) capabilities built into Azure, which make deployments automatable, customizable, repeatable and consistent. This landing zone will also extend into Azure Information Protection (AIP), enabling policy and labeling for access control and protection on email and document data. This landing zone will be flexible enough to allow customers to define custom policies to meet specific industry and regulatory requirements. The landing zone will span the Microsoft public cloud, with tools to maintain data residency, deploy sovereign controls, protect data classification and extend into hybrid deployments, creating a single solution for all application needs.

Governance and transparency
Microsoft Cloud for Sovereignty will increase cloud transparency by expanding the Microsoft Government Security Program (GSP) to critical elements of our cloud offering, starting with key Azure infrastructure components. The GSP provides participants with the confidential security information and resources they need to trust Microsoft’s products and services. GSP participants currently include over 45 countries and international organizations represented by more than 90 agencies. Eligible participants receive controlled access to source code, engage on technical content about Microsoft’s products and services, and have access to five globally distributed Transparency Centers. Microsoft Cloud for Sovereignty will also enable audit rights to examine Azure’s compliance processes and evidence under non-disclosure agreements and available audit terms.
Expertise
From the outset, Microsoft Cloud for Sovereignty is being designed as a partner-led and partner-first solution. In-country partners will play a pivotal role in enabling customer success and delivering on government requirements. Back in May, we shared a set of new European Cloud Principles to guide our business in Europe, which includes a focus on providing cloud offerings that meet European government sovereign needs in partnership with local trusted technology providers. This includes working closely with partners like Arvato, Capgemini, Minsait, Orange, SAP, Telefonica and many more, to deliver upon the unique sovereign requirements of each government. This approach of working with local partners to deliver on the needs of public sector organizations is a cornerstone of our approach with the Microsoft Cloud for Sovereignty.
Public sector customers worldwide are increasingly looking for customized cloud solutions that offer additional choice, flexibility and control. With the Microsoft Cloud for Sovereignty, customers will work with in-country partners that have industry and technical experience to help them plan, onboard, govern and operate their cloud environments with capabilities including data residency, confidential computing, document classification and hybrid deployments. Partners will also add value by working with customers to customize the Sovereign Landing Zone, assisting with the audit programs mentioned above, and providing extra readiness, support and transparency. We recognize that our public sector customers have valued relationships with local technology providers and that every country has unique needs. Microsoft Cloud for Sovereignty will offer the tools, the innovation, the processes and the transparency to put the power into the hands of knowledgeable and trusted partners that will support local governments on their digital transformation journey.
For example, in Italy we are working with Leonardo to build a solution that meets the national government’s data classification standards and supports the country’s digital transformation goals with public cloud-based solutions, controls, policy governance and hybrid management.
“Institutions and critical national infrastructures need the modeling, building and management of resilient-by-design Secure National Clouds able to guarantee data integrity, availability and protection in line with country-systems guidelines. Thanks to our extended research and innovation capabilities we can leverage the best from Microsoft Cloud with our capabilities in the cyberspace and in protecting national assets. Our long-term collaboration comes together in a solution that helps ensure the sovereignty of data while at the same time benefiting from the innovation of the public cloud.”
— Gennaro Faella, Senior Vice President Innovation, Leonardo
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Another example is the work we are doing with Proximus in Belgium, where we are collaborating to help meet the privacy and sovereignty challenges of companies and organizations in public and regulated sectors.
“Together, Microsoft’s Azure hyperscale capabilities and Proximus’s hybrid capabilities have the ability to meet many of today’s sovereignty needs. Customers are able to use the most powerful public cloud capabilities while benefiting from the ultimate sovereign and privacy controls relying on our own Proximus infrastructure or the upcoming Microsoft datacenter region in Belgium.
This is building on technical innovations from Microsoft like Azure Confidential Computing, combined with the local anchoring and expertise of Proximus as a trusted cloud service provider. Proximus and Microsoft have a long existing partnership in place, and with today’s announcement will be able to further deliver safe, connected and secure solutions to our shared customers in Belgium, Luxembourg, and The Netherlands.”
— Guillaume Boutin, CEO Proximus Group
We are beginning the initial private preview of Microsoft Cloud for Sovereignty in select locations, and we will share further details over time. As we continue to roll out and expand our solution footprint across our datacenter regions, we look forward to working closely with partners throughout the world to help government customers digitally transform, leveraging today’s powerful capabilities of the Microsoft Cloud.
Tags: Government, Microsoft Cloud for Sovereignty, Security
Jul 13, 2022 | Mikhail Parakhin, President Web Experiences, Microsoft
Jun 15, 2022 | Judson Althoff
Jun 15, 2022 | Charlotte Vuyiswa McClain-Nhlapo, Global Disability Advisor of the World Bank Group, and Jenny Lay-Flurrie, Microsoft Chief Accessibility Officer
May 31, 2022 | Çağlayan Arkan
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Prominent market research company Future Market Insights infers that the global document outsourcing services market shall expand at a CAGR of 6.3% between 2022 and 2030.
The COVID-19 outbreak has compelled business organizations to institute remote working arrangements, requiring remote communication, preparation of paperless documents, tax filings and payroll processes. All these procedures have compelled companies to shift to virtual platforms, resulting in an uptake of document outsourcing services.
Besides the pandemic, a general requirement to streamline business operations has prompted small, medium and large scale corporations to invest a major chunk of their revenue in document outsourcing services. All these factors are acting as growth catalysts for the market during the forecast period.
The banking, financial services and insurance (BFSI) sector has effectively adopted document outsourcing services, owing to the voluminous nature of its operations. Looking at the nature of its operations, adoption of document outsourcing services has risen exponentially in the past, and will continue to do so across the forecast period.
Request Sample Report@ https://www.futuremarketinsights.com/reports/sample/rep-gb-256
List of Key Players Covered in Document Outsourcing Services Market are:
Key Takeaways from FMI’s Document Outsourcing Services Market:
Browse Detailed Summary of Research Report with TOC @ https://www.futuremarketinsights.com/reports/document-outsourcing-services-market
Document Outsourcing Services Market: Key Trends
Document Outsourcing Services Market: Region-wise Analysis
Document Outsourcing Activities Market: Competitive Analysis
The document outsourcing activities market is composed of a handful of players, which include: Symcor, Hewlett-Packard Co., Max BPO, Lexmark International, Inc., Ricoh Co. Ltd., Fuji Xerox Co., Ltd. and Iron Mountain Incorporated.
The abovementioned market players concentrate on developing and launching new solutions. This is primarily driven by the BFSI industry. Besides, they are also forging partnerships with cloud service providers in the wake of the pandemic crisis to offer remote working solutions. For example, Indigenous Link and Symcor are jointly providing to monitor, track and calibrate document management process in real-time across Canada while collecting data of the indigenous population.
Order a Complete Research Report @ https://www.futuremarketinsights.com/checkout/256
Detailed Table of Content:
TOC Continued…
Speak to our Research Expert @ https://www.futuremarketinsights.com/ask-question/rep-gb-256
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New Jersey, N.J., July 19, 2022 The Document Management Market research report provides all the information related to the industry. It gives the outlook of the market by giving authentic data to its client which helps to make essential decisions. It gives an overview of the market which includes its definition, applications and developments, and manufacturing technology. This Document Management market research report tracks all the recent developments and innovations in the market. It gives the data regarding the obstacles while establishing the business and guides to overcome the upcoming challenges and obstacles.
Document management is a system or process used to capture, track, and store electronic documents such as PDF files, word processing files, and digital images of paper content. Document management can save you time and money. The emergence of paperless offices and the need for increased efficiency is driving the growth of the market. Moreover, high scanning requirements to save space further fuel the growth.
Get the PDF Sample Copy (Including FULL TOC, Graphs, and Tables) of this report @:
https://www.a2zmarketresearch.com/sample-request/659738
Competitive landscape:
This Document Management research report throws light on the major market players thriving in the market; it tracks their business strategies, financial status, and upcoming products.
Some of the Top companies Influencing this Market include:eFileCabinet, Zoho Corporation, Microsoft, Google, Ascensio System SIA, Dropbox Business, Box, Adobe Systems, Evernote, M-Files, Office Gemini, Salesforce, Kofax, LSSP, Ademero, Konica Minolta, Lucion Technologies, Speedy Solutions, Blue Project Software, Templafy, SutiSoft, LogicalDOC, DocuXplorer Software, Laserfiche,
Market Scenario:
Firstly, this Document Management research report introduces the market by providing an overview which includes definition, applications, product launches, developments, challenges, and regions. The market is forecasted to reveal strong development by driven consumption in various markets. An analysis of the current market designs and other basic characteristics is provided in the Document Management report.
Regional Coverage:
The region-wise coverage of the market is mentioned in the report, mainly focusing on the regions:
Segmentation Analysis of the market
The market is segmented on the basis of the type, product, end users, raw materials, etc. the segmentation helps to deliver a precise explanation of the market
Market Segmentation: By Type
On-premise
Cloud-based
Market Segmentation: By Application
Government
Healthcare
BFSI
Others
For Any Query or Customization: https://a2zmarketresearch.com/ask-for-customization/659738
An assessment of the market attractiveness with regard to the competition that new players and products are likely to present to older ones has been provided in the publication. The research report also mentions the innovations, new developments, marketing strategies, branding techniques, and products of the key participants present in the global Document Management market. To present a clear vision of the market the competitive landscape has been thoroughly analyzed utilizing the value chain analysis. The opportunities and threats present in the future for the key market players have also been emphasized in the publication.
This report aims to provide:
Table of Contents
Global Document Management Market Research Report 2022 – 2029
Chapter 1 Document Management 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 Document Management Market Forecast
Buy Exclusive Report @: https://www.a2zmarketresearch.com/checkout
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COMTEX_410512915/2769/2022-07-19T08:22:27

Social Media platforms’ competition for attention with short-form content has been the epicentre of 2022 and will continue to be the focus in 2023.
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