During a 2023 survey carried out among marketing leaders predominantly in consumer packaged goods and retail from North America, the most common driver for clean room strategies were in-depth analytics (named by 56 percent of respondents), ability to measure campaign results (54 percent), and ease of data integration (52 percent). In a different survey, 29 percent of responding U.S. marketers said they would focus more on data clean rooms in 2023 than they had in 2022.

According to the results of a survey on customer experience (CX) among businesses conducted in the United States in 2021, approximately half of the respondents declared to rely on systems programmed by data scientists for their CX data management strategy. Moreover, 45 percent of the respondents declared to rely on data security.

During a survey on customer experience (CX) among businesses conducted in the United States in 2019, participants were asked how their organizations cope with increasing data volume originating from digital channels. One in two respondents answered that their organization has a dedicated business analytics team in charge of interpreting data. Moreover, approximately 34 percent of the respondents said that thier company has an automated technology system in place for this purpose.

COTS databases to support the JBOSS workflow and business process management.

An Enumeration Operational Data Store (ODS) in DB2 using SUMS standards and architecture. MISF version for ad hoc reporting and standard MI reports.

Presentation of the different elements of the PSC's Data Management Strategy including Data Management Practices, Data Infrastructure and Data Users.

Ethical Data ManagementExecutive SummaryIn the age of data and information, it is imperative that the City of Virginia Beach strategically utilize its data assets. Through expanding data access, improving quality, maintaining pace with advanced technologies, and strengthening capabilities, IT will ensure that the city remains at the forefront of digital transformation and innovation. The Data and Information Management team works under the purpose:“To promote a data-driven culture at all levels of the decision making process by supporting and enabling business capabilities with relevant and accurate information that can be accessed securely anytime, anywhere, and from any platform.”To fulfill this mission, IT will implement and utilize new and advanced technologies, enhanced data management and infrastructure, and will expand internal capabilities and regional collaboration.Introduction and JustificationThe Information technology (IT) department’s resources are integral features of the social, political and economic welfare of the City of Virginia Beach residents. In regard to local administration, the IT department makes it possible for the Data and Information Management Team to provide the general public with high-quality services, generate and disseminate knowledge, and facilitate growth through improved productivity.For the Data and Information Management Team, it is important to maximize the quality and security of the City’s data; to develop and apply the coherent management of information resources and management policies that aim to keep the general public constantly informed, protect their rights as subjects, improve the productivity, efficiency, effectiveness and public return of its projects and to promote responsible innovation. Furthermore, as technology evolves, it is important for public institutions to manage their information systems in such a way as to identify and minimize the security and privacy risks associated with the new capacities of those systems.The responsible and ethical use of data strategy is part of the City’s Master Technology Plan 2.0 (MTP), which establishes the roadmap designed by improve data and information accessibility, quality, and capabilities throughout the entire City. The strategy is being put into practice in the shape of a plan that involves various programs. Although these programs was specifically conceived as a conceptual framework for achieving a cultural change in terms of the public perception of data, it basically covers all the aspects of the MTP that concern data, and in particular the open-data and data-commons strategies, data-driven projects, with the aim of providing better urban services and interoperability based on metadata schemes and open-data formats, permanent access and data use and reuse, with the minimum possible legal, economic and technological barriers within current legislation.Fundamental valuesThe City of Virginia Beach’s data is a strategic asset and a valuable resource that enables our local government carry out its mission and its programs effectively. Appropriate access to municipal data significantly improves the value of the information and the return on the investment involved in generating it. In accordance with the Master Technology Plan 2.0 and its emphasis on public innovation, the digital economy and empowering city residents, this data-management strategy is based on the following considerations.Within this context, this new management and use of data has to respect and comply with the essential values applicable to data. For the Data and Information Team, these values are:Shared municipal knowledge. Municipal data, in its broadest sense, has a significant social dimension and provides the general public with past, present and future knowledge concerning the government, the city, society, the economy and the environment.The strategic value of data. The team must manage data as a strategic value, with an innovative vision, in order to turn it into an intellectual asset for the organization.Geared towards results. Municipal data is also a means of ensuring the administration’s accountability and transparency, for managing services and investments and for maintaining and improving the performance of the economy, wealth and the general public’s well-being.Data as a common asset. City residents and the common good have to be the central focus of the City of Virginia Beach’s plans and technological platforms. Data is a source of wealth that empowers people who have access to it. Making it possible for city residents to control the data, minimizing the digital gap and preventing discriminatory or unethical practices is the essence of municipal technological sovereignty.Transparency and interoperability. Public institutions must be open, transparent and responsible towards the general public. Promoting openness and interoperability, subject to technical and legal requirements, increases the efficiency of operations, reduces costs, improves services, supports needs and increases public access to valuable municipal information. In this way, it also promotes public participation in government.Reuse and open-source licenses. Making municipal information accessible, usable by everyone by default, without having to ask for prior permission, and analyzable by anyone who wishes to do so can foster entrepreneurship, social and digital innovation, jobs and excellence in scientific research, as well as improving the lives of Virginia Beach residents and making a significant contribution to the city’s stability and prosperity.Quality and security. The city government must take firm steps to ensure and maximize the quality, objectivity, usefulness, integrity and security of municipal information before disclosing it, and maintain processes to effectuate requests for amendments to the publicly-available information.Responsible organization. Adding value to the data and turning it into an asset, with the aim of promoting accountability and citizens’ rights, requires new actions, new integrated procedures, so that the new platforms can grow in an organic, transparent and cross-departmental way. A comprehensive governance strategy makes it possible to promote this revision and avoid redundancies, increased costs, inefficiency and bad practices.Care throughout the data’s life cycle. Paying attention to the management of municipal registers, from when they are created to when they are destroyed or preserved, is an essential part of data management and of promoting public responsibility. Being careful with the data throughout its life cycle combined with activities that ensure continued access to digital materials for as long as necessary, help with the analytic exploitation of the data, but also with the responsible protection of historic municipal government registers and safeguarding the economic and legal rights of the municipal government and the city’s residents.Privacy “by design”. Protecting privacy is of maximum importance. The Data and Information Management Team has to consider and protect individual and collective privacy during the data life cycle, systematically and verifiably, as specified in the general regulation for data protection.Security. Municipal information is a strategic asset subject to risks, and it has to be managed in such a way as to minimize those risks. This includes privacy, data protection, algorithmic discrimination and cybersecurity risks that must be specifically established, promoting ethical and responsible data architecture, techniques for improving privacy and evaluating the social effects. Although security and privacy are two separate, independent fields, they are closely related, and it is essential for the units to take a coordinated approach in order to identify and manage cybersecurity and risks to privacy with applicable requirements and standards.Open Source. It is obligatory for the Data and Information Management Team to maintain its Open Data- Open Source platform. The platform allows citizens to access open data from multiple cities in a central location, regional universities and colleges to foster continuous education, and aids in the development of data analytics skills for citizens. Continuing to uphold the Open Source platform with allow the City to continually offer citizens the ability to provide valuable input on the structure and availability of its data. Strategic areasIn order to deploy the strategy for the responsible and ethical use of data, the following areas of action have been established, which we will detail below, together with the actions and emblematic projects associated with them.In general, the strategy pivots on the following general principals, which form the basis for the strategic areas described in this section.Data sovereigntyOpen data and transparencyThe exchange and reuse of dataPolitical decision-making informed by dataThe life cycle of data and continual or permanent accessData GovernanceData quality and accessibility are crucial for meaningful data analysis, and must be ensured through the implementation of data governance. IT will establish a Data Governance Board, a collaborative organizational capability made up of the city’s data and analytics champions, who will work together to develop policies and practices to treat and use data as a strategic asset.Data governance is the overall management of the availability, usability, integrity and security of data used in the city. Increased data quality will positively impact overall trust in data, resulting in increased use and adoption. The ownership, accessibility, security, and quality, of the data is defined and maintained by the Data Governance Board.To improve operational efficiency, an enterprise-wide data catalog will be created to inventory data and track metadata from various data sources to allow for rapid data asset discovery. Through the data catalog, the city will

This data has been digitized from the Alaska Habitat Management Guide map atlases. The original maps were created at a 1:250,000 scale. The original map atlases consisted of USGS quads which were divided by regions. The regions were Arctic, Western and Interior, Southwestern, Southcentral, and Southeastern. The data consists of Distribution, Human Use, and Community Use of species. The data is to be used at a 1:250,000 scale. The AHMG was published in 1985-1986. The AHMG reports are available for download on the ARLIS website, http://www.arlis.org/docs/vol1/C/AHMG/index.html

FEMA’s Coordinated Needs Management Strategy (CNMS) uses a geospatial database to identify and track flood hazard study lifecycle and mapping needs within the flood hazard mapping program. CNMS supports community officials and FEMA personnel in analyzing and depicting the validity of flood studies to enhance the understanding of flood hazard risk and make informed decisions on community planning and flood mitigation.

Data for the article "Omnichannel as a consumer-based marketing strategy". Authors: Isadora Gasparin and Luiz Antônio Slongo (Escola de Administração, Universidade Federal do Rio Grande do Sul, Brazil) Files: 1 - LiteratureReviewProcedures.pdf: Literature review procedures and steps to reproduce them. 2 - DataSet_N50_Scopus.csv: Data exported from the Scopus database. 3 - AnalysisTable_N29.xlsx: Detailed analysis of each article from the final data set.

This strategy covers solid waste issues in Kiribati including medical wastes, industrial wastes, electronic wastes, and disaster residues as well as domestic wastes

The RAAAP project surveyed Research Managers and Administrators from across the world, asking questions about why people became RMAs, why they stayed as RMAs, what skills they need for their jobs (soft and hard), what level of seniority they are, demographic information, and so on - overall up to 222 data points were collected from each respondent. This SPSS syntax file was developed to process the raw qualtrics data, including data cleansing and anonymising. The process is described in detail in the "RAAAP Data Cleansing Process" DOI:10.6084/m9.figshare.5948461

Through digitalization and data collection, commercial real estate companies can generate valuable insights and improve their products and services, leading to higher tenant engagement and satisfaction. According to the results of a survey conducted among commercial real estate C-suite executives worldwide, a large percentage of commercial real estate firms worldwide already share data collected through Internet of Things (IoT) sensors with their tenants. While 28 percent of respondents said that their organization shares the data for a cost, 21 percent provided it for free.

An approach that relates biological condition of streams to landscape integrity data at the watershed, catchment and stream-reach scale in order to support stream management and decision-making.

This dataset is associated with the following publication: Riato, L., S. Leibowitz, and M. Weber. The use of multiscale stressors in biological condition assessments: a framework to advance the assessment and management of streams. SCIENCE OF THE TOTAL ENVIRONMENT. Elsevier BV, AMSTERDAM, NETHERLANDS, 139699, (2020).

A prognostic system makes it possible to anticipate loss of functionality before it occurs with sufficient lead time to take actions that mitigate the impact of this loss. We focus on the forms of mitigation within the flight vehicle that influence the operational dynamics but do not directly amend the mission plan. Thus, we focus upon the reconfiguration of the feedback control strategy for the flight system. The high degree of complexity in the design and dynamics of modern aircraft is typically handled using a hierarchical control scheme in which there are several levels of control at increasing levels of responsibility: the component level, the subsystem level, and the system level. Our reconfiguration strategy involves mitigating problems that are detected at the component level at both the level in which the fault is detected and higher levels as well. There are, thus, two subproblems to the reconfiguration: (a) an adaptive control problem at the lower level to extend component life and derive new component performance limits, and (b) a supervisory control problem at the higher level to adapt the system controller to maximize system capability while respecting the performance limitations. Since our reconfiguration occurs in the context of a dynamic system, we need to respect the stability implications of the reconfiguration. To address this, we apply bandwidth analyses at the component level and the systems level in a robust performance context. A conservative criterion for stability is to impose rate limits for reconfiguration that insure that undesired, and possibly unmodeled, modes of behavior are not driven by reconfiguration activities. For specific hardware, extensions beyond this conservative approach may be warranted (e.g. to catch faulty behavior) and validated on a case-by-case basis, essentially by extending the component modeling to include a model of behavior under certain types of reconfiguration.

This article presents a comprehensive dataset from annual reports, the China Stock Market and Accounting Research Database, and the Wind database, focusing on digital transformation and strategic risk taking.

The "Urban Water Management Strategies and Plans" (previously titled Urban Water Management Plans) dataset relates to integrating the land use planning system with planning for water management. The preparation of water management plans and strategies ensures that water is managed effectively in the urban form at each stage of the planning system. The dataset is used by the Department of Water and Environmental Regulation to identify drainage and water management plans, district water management strategies, local water management strategies, local water management frameworks and urban water management plans that have been prepared in accordance with the Better Urban Water Management (WAPC 2008) planning framework. The outline of the areas for drainage and water management plans and district water management strategies may be included when the draft report is in preparation. Local water management strategies and urban water management plans that have been approved by the Department of Water and Environmental Regulation shall be included in the dataset. Amendments to the planning approval process occurred in October 2008 with the introduction of Better Urban Water Management (WAPC 2008). Reports prepared previously such as Drainage and Nutrient Management Plans, Nutrient and Pollutant Management Plans and Integrated Water Management Strategies, do not accurately correspond with a category outlined in the Better Urban Water Management framework. These plans have been allocated to the most appropriate category and may not be consistent with the requirements outlined in Better Urban Water Management. Dataset was formerly known as Urban Water Management Strategies and Plans (DOW-031)

This statistic displays European company leaders response to question: 'In what areas of your management system (e.g quality, environmental, safety, etc.) do you see the biggest impact through better data management and automation?' in 2016. The largest share of leaders responded that the area of management they saw the biggest impact on was 'operation processes (manufacture of products, delivery of services, etc.)', with a total of 56.5 percent.

The purpose of this strategy is to ensure a low emissions transition and sustainable path for Georgia’s economic and social development, through: the identification of main sources/sectors of emissions and their trends in development process, assessing and removing barriers to low emission development, defining goals/policies/measures within each sector in the context of sustainable development of the country, establishment of relevant legislation system, infrastructure and coordination process for implementation, and monitoring of results and mobilizing the national and international financial sources for implementation of LEDS.

This new State Solid Waste Management Strategy (SSWMS) is formulated with the aim of enabling Yap State to establish a technically sound and financially sustainable solid waste management (SWM) system. To do so, this SSWMS consists of not only strategic elements but also a mid-term action plan of the first five years with technically, institutionally and financially appropriate options, which will propel realization of the SSWMS.