IBM Resolves Government's Public Safety Issues with Digital Transformation

Jun 08, 2015

Emergencies that create a great strain on public safety personnel can range from traffic jams and water main breaks to terrorism and natural disasters. Multiple organizations that can work together seamlessly is necessary for quick resolution. Advanced analytics and collaboration tools can help cities better handle emergency situations.

Governments that are trying to safeguard the public today need to reduce costs but they also need a real-time operational picture and collaboration tools to communicate across departments and jurisdictions in order to make smart decisions more quickly. Watch these videos to gain some insight on real cities and real data driven solutions that IBM developed to tackle and predict public safety issues such as crime and natural disasters.

http://digitaltransformation.frost.com/perspectives/analyst-perspective/videos/data-driven-government-improves-incident-and-emergency-management/

http://digitaltransformation.frost.com/perspectives/analyst-perspective/videos/smarter-public-safety-through-data-driven-government/

http://digitaltransformation.frost.com/perspectives/analyst-perspective/videos/smarter-law-enforcement-through-data-driven-government/


Alpa Shah

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This May marks my 22th year with Frost & Sullivan. Being part of a fast-growing company and dynamic industry, an entrepreneurial culture, and a fun environment is invigorating and worth every moment. My professional and volunteer experience includes business and strategy planning, product and vertical market analysis, growth consulting, event planning and execution, sales and marketing, web design, and most importantly, creating and inspiring teams to be best in class. Consulting projects have ranged from strategy development to white papers to end user analyses. My focus now is to guide visionary CXOs and IT leaders through the next era of digital transformation with the help of a IT experts and analysts across all industries. Prior to joining Frost and Sullivan, I worked for Smith Barney for 5 years in its accounting division handling incentive compensation plans. In this position I was responsible, from an accounting and payroll perspective, for the capital accumulation and deferred compensation plans of top management and account executives. Thereafter, I worked as an account executive at Edward Jones, a brokerage company for approximately one year. In these positions, I learned much about the operations of a financial company, financial instruments, and sales techniques.


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