Perficient Blogs Expert Insights Tue, 18 Sep 2018 20:26:04 +0000 en-US hourly 1 30508587 Copyright © Perficient Blogs 2011 (Perficient Blogs) (Perficient Blogs) 1440 Perficient Blogs 144 144 Blogs at Perficient Perficient Blogs Perficient Blogs no no Customizing Oracle EPM Workspace Logon Page for Tue, 18 Sep 2018 20:24:31 +0000 It is very important for users to identify to which environments are they logging in. For this reason, I am sharing the following insights into how to customize the Oracle EPM workspace logo, which will help users determine if they are logging into a Production, Development, or QA environment.

Out of the box Workspace log in:

  • STOP EPM services on foundation server
  • Backup logon_panel.gif located on the following path


  • Copy the custom logon_panel.gif file to images_global folder
  • Change directories to:


  • Remove “cache” and “tmp” directories (These directories will be recreated when foundation services are restarted

  • Restart all EPM services

Customized Workspace log in:

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How My Perficient Team Took an Innovative Approach to a Mobile App Tue, 18 Sep 2018 20:03:43 +0000 Our Perficient colleagues share how they live and breathe our core values. Here, Cheryl Bunch, general manager with our Salesforce practice, writes about her experience working with a large furniture retailer to launch an innovative mobile app that was the first of its kind.

In today’s society, we are surrounded by innovation. Technology is constantly changing, adapting, and advancing. I recently experienced a hands-on example of innovation within a project our team tackled for a large furniture retailer.

Launching the Mobile App

We developed a mobile app that allows the sales representatives on the floor to have a 360 view of their customers and inventory. They are able to walk side-by-side with their potential clients, showing them the app and having the ability to transact sales at their fingertips.

The First in Our Ecosystem to Achieve This

What was particularly innovative about this app was that it was built on a platform that is a mobile app itself. We were the first ones in our ecosystem to successfully do this.

We were able to deliver to the customer at a really high rate of speed, which was critical to their timeline. They are in an industry where time is of the essence, and I was thrilled we were able to help optimize their business in such a practical but revolutionary way.

Innovation is Key Within Today’s Business Community

Technological innovation in businesses today is critical, and it is continuously growing and changing. When we can help innovate and impact a client’s business, we deliver value to them. The bottom line is that is why we are here, why we exist, and why our clients call us.


Perficient colleagues share what our core values mean to them as part of our special “We Value” series.

Learn more about what it’s like to work at Perficient at our Careers page.

Follow our Life at Perficient blog on Twitter via @PerficientLife.

Connect with us on LinkedIn here.

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Consumers to Content Marketers: I’m Interested in Me, Not You Tue, 18 Sep 2018 18:41:09 +0000 Content marketing has been a hot topic over the past 8 years as marketers have looked for ways to connect with consumers. At Perficient, we use content marketing extensively, as evidenced by this blog.

We’ve also blogged about content marketing going all the way back to 2012 (Content Marketing Impact & #SocialBusiness). The trick for content marketing is to produce content that attracts potential customers and encourages them to engage with your brand.

In general, companies have used techniques like story-telling, inspirational content, education content, product announcements, etc. all with varying degrees of success.

In light of this, I came across a study on what consumers expect versus what marketers prioritize from a content perspective. This study was conducted by Sprout Social, but appeared in an round up report on customer experience called “How Digital Factors Are Fueling More Personalized Content“.  

What Consumers Want

So what do consumers expect or want in terms of content?  Here are the top four content types that consumers want according to the survey results:

  • 72% wanted content about discounts or sales
  • 60% want content that showcase new products or services
  • 59% want to see content that teaches them something
  • 56% want content that entertains them

How do marketers prioritize these types of content when posting?

  • 18% of marketers prioritize discounts or sales (vs 72% for consumers)
  • 46% prioritize new products and services (vs 60% for consumers)
  • 47% prioritize entertaining content (vs 56% for consumers)
  • 61% prioritize content that teaches (vs 59% for consumers)

So marketers really miss the mark on presenting content about discounts or sales. They fall short of producing content about new products or services and entertaining content. Marketers are pretty close to meeting expectations for education content.

What Marketers Prioritize

Often times, marketers want to prioritize content that tells a story, tell what’s happening at the company, or showcases their company’s personality or employees. You could classify this content as “Let me tell you about us”. How do consumers prioritize receiving this kind of content?

As my headline suggests, consumers don’t really care about your stories that much, or your brand’s personality, or even your employees. Here is the breakdown of how marketers prioritize this kind of content versus what consumers actually want to see:

  • 58% of marketers want to tell a story, while only 37% of consumer want this type of content
  • 51% of marketers prioritize content that announce what’s happening at the company, while only 41% of consumers care about this
  • 44% of marketers promote content that highlights the company’s personality, while only 23% of consumers want to see this
  • 24% want to post about employees, but only 13% of consumers want this content

Take Away

The take away from this survey shouldn’t be that marketers only focus on one type of content, like discounts, because the majority of consumers want to see this content. To reach the broadest set of consumers, multiple types of content need to be developed and delivered.

However, marketers should be tracking the types of content they produce and measure consumer interest in each type. Then, content marketing has to adjust to produce content that your consumers actually want to read. Of course consumer expectations change all the time and content marketing has to continually produce, monitor and adjust.

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A Roadmap for Building Trust With Wealth Management Clients Tue, 18 Sep 2018 14:54:37 +0000

Wealth management firms are at the dawn of this journey. You should focus on strategies that respond to Millennial behavior and operational excellence throughout the entire client lifecycle.

This focus is essential to creating the trust required to make all the complex technology work. If you want your clients to embrace artificial intelligence, machine learning, and robotics, you must sweat operational details each and every day.

As the saying goes, if you don’t know where you are going, any road will get you there. Start with a defined, agreed-upon, and well-understood client experience strategy – one that addresses all channels.

Take the time to employ careful design and management. The decisions you make affect the all-important and delicate “moments of truth” you have with your clients and require many different inputs from a varied audience.


We seem to have moved away from conducting primary research, instead relying on secondary and tertiary sources to determine what Millennial investors want and what technology to integrate into the client experience. When one is making technology investment decisions, paying more attention to primary sources can pay big dividends. Clients will tell you what they want – just ask them.


Listen to calls, visit the field, and see how work is actually done. Find the “tribal knowledge” describing what actually happens and what training or procedure documents don’t cover. Understand how advisors, assistants, and service reps use available systems to answer questions.

What questions are clients really asking? What vocabulary are they using? Is it similar to or different from the vocabulary the firm uses? What words matter to clients? What service failures do clients call about that are essentially unknown to the firm? What common traits do these clients share? What patterns arise among client types and transactions to suggest a unique value proposition or opportunity?

Observation will answer questions like these in ways traditional client satisfaction surveys can’t and don’t. Conduct focus groups and surveys, and benchmark.

These activities aren’t as popular as they used to be, but they are excellent ways to obtain data about the importance of new digital features and capabilities. They can also test ideas and hypotheses and assess the current utilization and success of other firms’ digital applications and capabilities.


Be relentless in simplifying business processes and focusing on operational excellence to build trust. The industry is still making many unforced errors.

Address high-volume, complex transactions that frequently break, and apply automation to reduce cycle time and costs. Look at those complex, error-prone transactions that seem to plague every firm. We all know they exist, and the process of fixing them typically loses out to projects that address shiny new things.

The broken processes and transactions vary for each firm, but they do exist. When a client encounters them, the result is eroded trust.

Revisit major operational improvements. The industry has done a lot of work over the last ten years on major cross-functional improvements such as client onboarding, performance reporting, and data integration, primarily in response to regulatory mandates. Revisit these improvements.

A lot has changed, new technology capabilities are available, and what was thought of as state of the art a few short years ago may now be outdated, misaligned with your current digital strategy, and potentially harmful to the overall client experience.

Protect your client data. This is not just a security or risk management issue anymore – it has become about assuring clients that the trust they place in your firm is warranted. Offering clients a year of free credit monitoring after a breach is no substitute for robust, easy-to-understand data privacy policies that give your clients a greater degree of transparency and choice concerning their personal information online.

Get in front of regulations and laws like the recently signed California Consumer Privacy Act of 2018 – it will soon be here. Use data privacy not only as a trust builder but as a competitive advantage.

As mentioned previously, conventional wisdom says Millennials are ready to go fully digital. Gartner predicts that by 2020 customers will manage 85% of their relationship with the enterprise without human interaction. It’s no secret that wealth management firms struggle to integrate data across legacy system silos.

While progress has been made, more must be done. Despite significant investment, Forrester’s 2018 Customer Experience Index rankings actually decreased in the wealth management industry. Client expectations are outstripping actual improvement; many careless, unforced errors are still out there.

The implication of all the secondary and tertiary information is that wealth management firms must act immediately for continued survival.

The pundits aren’t wrong. The trends are real. However, before you unquestioningly look to artificial intelligence, machine learning, robotics, and intelligent workflows as solutions, take a lesson from history about the appropriate use of technology, its limitations, and its impact on the overall client experience.

In the 1990s, a challenge arose in the customer service industry – one similar to what wealth management is facing today. An explosion of new technologies promised to provide faster, better, less-expensive service to a population eager and willing to use them.

The industry implemented voice response, speech recognition, internet portals, skills-based routing, screen-pops, predictive dialing, knowledge bases, customer forums, voice biometrics, and IP telephony. It outsourced operations and added email, chat, and co-browsing to the mix. This was done in pursuit of a better, less expensive customer service experience.

And yet, 20 years later, one could argue that all that was really accomplished was to ruin customer service. To make it annoying. Google “making customer service human again” and see what comes up.

We recently published a guide exploring how to build trust in wealth management. You can download the guide below or by clicking here.

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Comparing Data Integration between OneStream and Oracle EPM Cloud Tue, 18 Sep 2018 14:44:40 +0000 Everyone in the industry is talking about the differences between Oracle Enterprise Performance Management Cloud and OneStream XF – the latter was created by the inventors of Oracle Hyperion Financial Management and Oracle Hyperion Financial Data Quality Management (formerly Upstream Software). The blog post will address the data integration options of each solution.

Oracle Enterprise  Data Management Cloud

Oracle Enterprise Data Management Cloud currently supports direct connection with Oracle HCM Cloud, Oracle Financials Cloud, and NetSuite. Any other external source systems can be integrated via flat file type and drill back to the source system through a defined URL.

It also supports data integration between each Oracle EPM Cloud products such as Oracle Enterprise Planning and Budgeting Cloud Service (EPBCS), Oracle Financial Consolidation and Close Cloud Service (FCCS) and Oracle Account Reconciliation Cloud Service (ARCS).

The on-premises solution, Financial Data Quality Management Enterprise Edition, supports more external source system types including Oracle E-Business Suite, PeopleSoft, Fusion Applications, SAP and JD Edwards, etc.

If customers that implemented Oracle EPM Cloud have requirements to establish a direct connection with external data sources that are not supported by Data Management Cloud, implementing on-prem FDMEE could be an option.


OneStream XF

OneStream XF supports four kinds of data sources: Fixed Width File, Delimited File, Connector or Data Management Export Sequence.

A Fixed Width File could be a fixed format financial report spooled out to a text file. It’s not necessary that everything is in a proper column as a delimited data file.

Data Management Export Sequence can export data from one data unit/cube to another through workflow within the OneStream XF application.

Connector could be configured to directly connect to external source systems through common methods or through web services. Connector business rule is written by VB.Net to establish connection to the source system, build data result sets, and drill-back to external source systems. It can be configured with Database Provider (ex: SQL Server, Oracle DB), Web Services (REST, SOAP) and OneStream Data Blending.

Customers have options to implement cloud based or on-premises OneStream XF application and configure a direct connection to other cloud or on-premises system such as ERP Cloud, sub systems, data warehouse, and HR systems, etc. For instance, if you like you see SAP sub ledger data, you can build a connector business rule to establish a direct connection with drill back to the transactions in SAP with both OneStream XF deployment methods.

Image source:

From a navigation and workflow perspective, OneStream XF is different from Oracle EPM though the data load steps are similar: import and transform, validate, export/load.

The data load process in OneStream XF is embedded in the workflow.




While the data load process in Oracle EPM should be performed through Navigator -> Data Management

In my next blog, I will compare the workflow between OneStream XF and Oracle EPM Cloud.


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Is the Scene Safe? Tue, 18 Sep 2018 14:00:51 +0000 Being a paramedic during the formative years of my working life, I’ve been surprised at how many of the lessons that I learned on the job have translated to the business world.


EMS can be a dangerous profession; more EMS workers are killed per year than firefighters.[1] One study showed that 2/3 reported some form of abuse on the job in the previous year.[2] In my time in the field, I was hurt several times, got stitches once, was in a number of physical altercations with people that were abusing alcohol or drugs, and pulled weapons off of several patients. I had friends that were hurt in ambulance wrecks and associates killed in helicopter crashes.


Ingrained from the first day of EMT school is scene safety. In practical exams, proctors will fail you if you fail to address it in your initial approach to the scenario. On the streets it’s considered poor form to strain the system by taking your rig out of service, especially if you’re adding to the patient count on a scene. While we couldn’t anticipate every threat, situational awareness combined with active threat mitigation meant that most of the time we were ready for what was waiting for us.


In business, safety should also be front-of-mind. In addition to concerns about physical safety, IT security is a consistent failure point. Lessons from others’ failures seem to be lost instead of learning points. Even at an average cost of over $7m per data breach in 2017, we see continued failures to invest in the necessary mechanisms to create a secure data environment.[3] Whether it’s outdated, unpatched, or inadequate infrastructure, policy design or enforcement failures, or the continuing challenge of employee irresponsibility, inadequate data security will continue to be an existential risk for many businesses. In fact, 60% of small- and medium-sized businesses (the primary target of attacks) that suffer a cybersecurity attack will fail after 6 months.[4]


We the employees are the weakest brick in the cybersecurity wall – from the front-line workers through the C-Suite, we all contribute to an unsecure environment. 95% of incidents are a result of mistakes made by people with system access.[5] Poor training is clearly part of the issue. People are still clicking links they don’t recognize, opening PDFs and other files from people they don’t know, and providing data over the phone. Something as simple as password management is still a major problem – 80% of breaches resulted from password issues.[6] However, there’s evidence that the problem is more a result of policies that drive password-defeating behavior like post-its on monitors rather than actual password strength issues.[7] The major breaches have resulted from phishing attacks, not password breaches.[8]


If business leadership wants to prevent their business from being the next victim in the hurricane of data and security breaches, dedication and investment in security must be a committed focus from the C-suite. When security is left to a position of unfunded lip service, a costly and potentially business-ending breach may be more an eventuality than a risk.








[8] ibid

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Argus Safety, Oracle Clinical & RDC Release Notes [Sept. 2018] Tue, 18 Sep 2018 13:25:17 +0000 Perficient’s Life Sciences practice regularly monitors the software release notes for several Oracle Health Sciences applications, including:

  • Argus Safety
  • Oracle Clinical/Remote Data Capture (OC/RDC)
  • Thesaurus Management System (TMS)

Generally speaking, we review release notes at the beginning of each month for the previous month. On occasion, there are no new releases and, therefore, nothing to review; however, we post a fresh version monthly to eliminate confusion.

For our latest review, Click Here.

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Guide: Complying with the California Consumer Privacy Act of 2018 Tue, 18 Sep 2018 13:04:42 +0000 The state of California has passed a digital privacy law that requires businesses to make disclosures about their collection, use, and dissemination of consumer personal information.

The California Consumer Privacy Act (CCPA) will have far-reaching effects on how financial institutions manage their customer data. Compliance will be difficult for firms with disparate silos of customer data, nascent data governance and retention policies, multiple third-party relationships, and marketing programs based on personal information.

It is critical to get started with a compliance program, both because of the effort involved and the fact that other states are expected to follow California’s lead with their own versions of the CCPA.

CCPA Objectives and Expectations

The CCPA seeks to provide consumers with the right to:

  • Know what personal information is being collected and with whom it is being shared
  • Decline the sale of their personal information
  • Gain access to their personal information and request its deletion
  • Receive equal service and price even if they exercise their privacy rights

As a result, a financial institution will need to keep track of:

  • Categories of consumer personal information that it collects
  • Specific personal information data elements
  • Sources of the personal information
  • Where this information is stored
  • Third parties with whom it provides personal information
  • The business purpose for collecting and sharing this information

Some risks to be aware of:

  • Violations of the CCPA can lead to large fines and lawsuits
  • Data breaches can be prohibitively expensive for companies with large amounts of consumer data
  • Compliance requirements extend to third-party providers

Deadlines are not far away

The CCPA will take effect on January 1, 2020. It affects all for-profit companies doing business in California that generate revenues over $25 million, or receive more than 50,000 unique personal records per year.

As such, all medium-to-large financial institutions are within its scope. Data aggregators that collect more than 50% of their revenue from selling personal information are also required to comply with the CCPA.

Although the CCPA only applies to California, financial institutions that operate across multiple states must come up with a consistent set of privacy protections to avoid having to maintain separate business processes for California and everyone else. In addition, other states are expected to introduce their own consumer data privacy acts that will be similar to the CCPA.

We recently published a guide examining the California Consumer Privacy Act of 2018, and the steps any financial institution must take in its response to the new law to evaluate its exposure and current state of readiness. You can download the guide below.

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The Promise of the Next Generation of Digital Health Tue, 18 Sep 2018 13:04:29 +0000 By 2022, we predict 25% of healthcare consumer interactions will be digitally executed outside of a traditional care setting; while the remaining 75% will gravitate to digitally coordinate real-time health systems. Digital Health is coming of age, bringing with it new capabilities for healthcare interactions and care delivery for consumers, patients and members, and the ecosystem that supports them.

Digital Health is at the heart of every major strategic imperative facing healthcare, as it transforms to meet evolving consumer needs, shaped by experiences outside the industry. Healthcare’s digital transformation is pushing the boundaries of traditional healthcare models to drive more affordable care, provide better access, deliver personalized and contextualized experiences, improve quality and health outcomes, meet the consumer-patient-member where they are at, and innovate new products and channels to serve them.

The digitization of health experienced a fractured start, with many investing in point solutions to solve for specific problems. Telemedicine, e-visits, virtual visits, patient/member portals, are all examples of investments made to digitize healthcare.

However, what is increasingly apparent is the fact that implementing point solutions present limitations to achieving end-to-end experiences across channels and touch points. Point solutions also create barriers to improving operating models and driving real-time and prescriptive insights and actions, across a broad portfolio of disparate solutions.

Next generation digital health will seek to overcome these limitations through a more holistic and, integrated approach.

Digital Health of the future will enable experience, engagement and care delivery, in a seamless unified fashion, supported by a comprehensive digital strategy comprising and end-to-end vision and architecture; one that embraces continuous adaptation and strikes the balance between disruptive and sustaining innovation, tempered by the need to carefully extract value from existing, often substantial, technology investments.

How will we get there? The secret is in breaking down the siloes that exist in our own organizations and the catalyst to help us do that is the role of Chief Digital Officer (CDO).

The introduction of this role in healthcare is helping us think differently, focus resources around the end-to-end experiences, and strategize the future services and care we seek to deliver for our consumers, patients and members.

CDO’s are acutely aware that enhanced engagement and improved care delivery is achieved via a sustainable and flexible technology portfolio that is both integrated and innovative, and one that enables insights and visibility across the discrete interactions that occur every day with consumers, patients and members.

They recognize it takes a change in culture, governance, priorities and focus to meet consumer expectations and needs; and they know it takes this and much more to deliver on the promise of Digital Health.

So begin with the end in mind and chart your course with a Digital Health Vision and Strategy; and if you need support, innovative thinking or additional perspective along the way, our Digital Health experts at Perficient are here to help.

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Big Data Bootcamp by the Beach: An introduction Tue, 18 Sep 2018 01:06:23 +0000 This is a little story about nothing ventured; nothing gained. One day, I got a LinkedIn message asking if I would like to teach a Big Data Bootcamp at an event for the Universidad Abierta Para Adultos in Santiago de Caballeros, República Dominicana. Luis didn’t know me; he just saw my profile and saw that I’ve been working in the field for a long time. I didn’t know anything about the tech scene in the Dominican Republic and I don’t speak Spanish. But, to teach is to learn twice so to teach people who can’t understand you is probably like learning 22


The Challenge

We talked for a while about what his hopes and goals were for the Big Data Bootcamp and I touched on my considerable shortcomings. We discussed how the Dominican Republic has three major industries where technology is a factor: travel, banking, and electricity. I’ve worked for financial institutions as well as a major utility implementing this technology, so I felt on pretty solid experiential ground. I never worked in the travel industry; but I lived in Orlando for a while. So there’s that. We discussed in particular how the banking system was conservative and resistant to change. I have a lot of experience with organizations that are justifiably wary of reputational risk and that the burden is on technology to prove its business value, not the other way around. Trust is slowly earned by smart code.

We talked about the challenges developers face working on projects both in the Dominican Republic and abroad. I wanted to give the students the tools they needed to be a little bit ahead of the curve so they would stand out in a field of applicants. Going to the cloud for new Big Data projects is pretty standard, but the need for hybrid cloud solutions will become the rule rather than the exception in the near future. I feel the same way about orchestrating containers. I want them to think beyond Hadoop when they think of Big Data. Conflating the two leads to an unnecessary Ship of Theseus problem as we swap out MapReduce for Spark and Yarn for Mesos. I also wanted them to start building the muscle memory it takes to be a team player by working on good habits. I use Gitflow workflow on personal projects.

The Opportunity

I put together a presentation called A Practical Guide to A Career in Modern Data. These posts follow a series of labs; the goals of which is to (hopefully) form a framework the students can use for self-guided study and for the university to build out their own class or bootcamp or whatever they would like. There are other resources out there; the internet is a big place. The goal is to hopefully collaborate so that this course becomes their course.

I want the students to challenge my direction and change my course during this bootcamp. I have my own personal and professional experiences that will naturally play a dominant role in how I perceive these lessons should flow. Even if I tried to do the opposite of everything I normally do; bias exists. There are some principals that I consider foundational: Code not in a repository is myth; Code that is not testable is detestable. Beyond that lies debate. I was there less than a week and I changed the course and direction a half a dozen times based on student feedback. And each was a change for the better.

Big Data Bootcamp Next Steps

The prerequisites for the Big Data Bootcamp will get you acquainted with all of the tools you will need. Docker, GitHub, Google Cloud Platform, Amazon Web Services, Microsoft Azure. You can use either Java or Python. I use Python in the examples but I tend to think in Java, so you’ll have that to deal with. You will need a credit card to open the cloud accounts but we will do everything on the free tiers. Ideas make money, not the other way around.


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