Singapore: Cognizant Technology Solutions Corp., a US-based information technology (IT) firm with most of its employees working out of India, expects its business growth in the Asia-Pacific region to outpace the company average this year, maintaining the trend seen in recent years, Jayajyoti Sengupta, president and Asia-Pacific head, said in an interview. Automation, which includes robots, machine learning and artificial intelligence, will be among the new frontiers for Cognizant, as rote and repetitive processes become "digital, instrumented, analyzed and intelligent", he said. Cognizant has said it expects its revenue growth to slow to between 10% and 14.3% for the calendar year 2016. How do you see the situation in the Asia-Pacific? It would be pertinent to note that Cognizant's growth of 21% in calendar 2015 included revenues from the acquisition of TriZetto.

"It is our endeavor to create great value for every business through solutions built on our artificial intelligence technology and open, cloud platforms, to have Infoscions amplified by intelligent technology, to bring purposeful innovation to life, and in that sense, we are still very much at the beginning of this journey," he added.

Bob, CFO of ABC Inc is about to get on an earnings call after just reporting a 20% miss on earnings due to slower revenue growth than forecasted. Company ABC's stock price is plummeting, down 25% in extended hour trading. The board is furious and investors demand answers on the discrepancies. Inaccurate revenue forecast remains one of the biggest risks for CFOs. In a recent study, more than 50% of companies feel their pipeline forecast is only about 50% accurate.

Apple won't be blowing its billions on Porsches (well, except for the rumors it's working on a self-driving car), but the birthday seems fitting for a company in a more, shall we call it, mature stage of life. Apple's no longer the brash, hippie company that introduced the Macintosh computer in 1984 as part of its mission to create "bicycles for the mind." And it isn't the struggling organization that was on the verge of bankruptcy when Steve Jobs returned to run it in 1997 and urged people to "Think Different." It's not even the Apple of the early 2000s, when it introduced one blockbuster product after another -- the iPod, iTunes store, iPhone, iPad and even the Apple retail store. The Apple of today is a grown-up company with hundreds of millions of customers actively using more than a billion of its products.

Artificial intelligence is certainly no longer considered science fiction--or a source of expensive R&D efforts with unmet potential--by major players in the technology sector.1 Instead, we are in the midst of a real-world paradigm shift: the final stages of a decades-long transition from the scientific discipline known as artificial intelligence (and its various sub-disciplines) into an array of applied cognitive technologies made more widely available through innovative enterprise architectures unique to the business culture of the technology sector. The technology sector's interest in these technologies (figure 1)2 has exploded in the last several years. Networking companies, semiconductor manufacturers, hardware companies, IT providers, software providers, Internet players--just about every technology subsector has seen a substantial upsurge of activity in this space. In fact, the race to invest in artificial intelligence has been described as "the latest Silicon Valley arms race."3 Since 2012, there have been 100 mergers and acquisitions (M&A) within the technology sector involving cognitive technology companies, products, and services.4 And this rush of M&A activity is not the only sign of the industry's interest. Many capabilities that were only just emerging a few years ago are now essentially mature and becoming "democratized" and more readily available for business applications. As a result, leading companies are using cognitive technologies to enhance their existing products and services, as well as to open up new markets. What is interesting is that the assertive actions of the sector's leaders do not mirror the wholesale adoption of these technologies across the industry. Many technology sector companies have yet to turn their attention to how cognitive technologies are changing their sector or how they--or their competitors--may be able to implement these technologies in their strategy or operations.

Digital expertise will become increasingly critical in the insurance sector as digitization and machine learning leads to more highly'automatable' insurance according to management consultants McKinsey & Company. Meanwhile a separate piece of research by Accenture found that insurance companies are accelerating the shift to a radically different distribution model, where they say digital will play an increasingly important role in most interactions, and were agents' efforts are being refocused to add more value. And analysis by research outfit Ovum suggests strong investment in digital channels also. According to Ovum, " When it comes to investment, digital channels remains the top area for insurers. However, the significant majority of insurers will be increasing budgets across a broad range of functional areas with no single activity completely dominating spend. This reflects the complex set of priorities that IT groups are being asked to meet by the wider business, simultaneously addressing revenue growth, operational efficiency and regulatory compliance."

During Chevron Corporation's (NYSE:CVX) Security Analyst meeting on March 8, several big pieces of news came out. A day before the meeting, Chevron issued a press release stating that its 54 billion Gorgon LNG facility in Australia had just started producing LNG (liquefied natural gas) and condensate. After originally estimated to be operational by the end of 2014 for under 30 billion USD, the project was delayed as costs skyrocketed. As the operator with a 47.3% stake, Chevron lost a lot of credibility due to the massive cost of its mishaps, as did its partners ExxonMobil (NYSE:XOM) and Royal Dutch Shell (NYSE:RDS.A) (NYSE:RDS.B), who each own 25% of the venture. The first cargo of LNG is expected to be shipped out very soon, potentially marking the beginning of a strong source of growth after all the headaches it took to get here.

When making a decision a trust officer in a bank is confronted with a large assortment of information. In keeping with the postulates of this theory, the main postulates for the analysis of the investment decision process are that there exist: 1. A memory that contains lists of industries each of which has a list of companies associated with it. The memory also contains information associated with the general economy, industries, and individual companies. The set of rules constitutes the structure of the decision processes for an individual investor. It might be compared to the "rules of thumb" of the traditional "expert," but there is an important difference In common with other problem-solving programs, the processes are used iteratively and recursively. Lists of industries and companies are searched for particular attributes; sublists are created, searched and divided again. For example, to obtain a high growth portfolio, the list of companies stored in memory is searched to obtain securities with the desired pand) characteristics.

He then solves the simpler problem and uses the information obtained in the solution of the simpler problem in the solution of the original complex problem.

The editors have provided him with special introductory sections as a ing guide to a thorough understand of the reports.