10 Benefits of VR CIOs Should Leverage to Enhance Business Efficiency
About UsConferencePartner With Us
CIOREVIEW >> Augmented & Virtual Reality >> NEWS

10 Benefits of VR CIOs Should Leverage to Enhance Business Efficiency

CIO Review

Virtual Reality (VR) is expected to be an essential technology in the near future. Apart from the gaming sector, it is also entering the business field. What kind of business benefits can it offer?

FREMONT, CA: Today, we see businesses worldwide integrating advanced technologies for enhancing the productivity of their business as well as keeping up with the pace in the market. Since the high tech brands like Samsung, Google, HTC, etc. have launched their own versions of Virtual Reality (VR) devices, the demand for these products and services is sky-high. VR is already being seen in different arrays of applications in various industries and domains.

VR is not limited to one area or vertical. It has already spread its branches in various sectors such as travel, healthcare, and construction, among many more.

Stay ahead of the industry with exclusive feature stories on the top companies, expert insights and the latest news delivered straight to your inbox. Subscribe today.

VR is not only restricted to gaming and headsets, but it has a real business value as well. These days, enterprises are coming up with new and innovative techniques to integrate VR into their day to day business processes and be more productive and efficient. Below is the list of some of the benefits that VR can offer a business and the impact it will have. 

1. Less business travel and productive business meetings

Any technology that helps in cutting down the travel and communication gap will revolutionize organizations. Earlier, the enterprises used to have distributed teams that were considered to be inefficient because of high business travel expenses. However, VR has helped the businesses in bridging the gap between advanced technologies and infrastructure. It has enabled businesses to conduct virtual meetings involving multiple teams across the globe successfully.

2. Provides a competitive edge to business

VR has enabled businesses to build a virtual store confidentially and quickly, which is better than physically setting up a store. The technology gives enterprises the privilege of accelerating the marketing process using VR technology and also planning the store in complete secrecy. Thus, it gives the enterprise a competitive edge over others.

3. The future of retail will be bright

VR will enable the businesses to invest in comprehensive research and development to detect multiple cultural, consumption, and social trends of the clients. Besides, it will also help the enterprises to obtain precise industry forecasts. Thus, VR will have a significant impact on the future of retail as it allows the enterprises to comprehend customer behavior, trends, and product consumption patterns in multiple scenarios.

4. An important tool in training

Professional business trainers will soon be using VR extensively in the upcoming years. The unique nature of VR enables the participants to have a glance around the room and communicate with those who are online. Besides recorded training sessions, the trainers can also conduct live training seminars and sessions, which helps in making the training bouts more interactive.

5. Providing virtual tours will be possible

One of the biggest benefits of VR in business is the capability to offer virtual tours of multiple locations. This feature is extremely rewarding in the real estate industry as it enables real estate agents or owners to take their clients on a virtual tour of their property, thus helping them in visualizing the architectural plan in a better way before making an informed decision. The VR provides the clients with a 3-dimensional view of the property they want to buy or rent.

6. New level of product prototyping

With the help of VR, companies will be able to visualize and design their products in a better way. With the advent of VR, it is possible to precisely design the product being developed, analyze its functionality, and even modify it multiple times if needed before sending it to the production house. In addition to this, VR will also enable the company's decision-makers and the end-users of the product to give constructive feedback, which can be installed into the product in the primary stages of development. Henceforth, it is very beneficial to detect the design problems quickly and deal with it sooner so that post-production complications can be avoided.

7. Revolution in e-commerce advertising

Besides the sectors like gaming and movies where VR is expected to thrive, e-commerce will be the one domain in which organizations can reap huge business benefits by leveraging VR. However, the companies need to identify some uncharted regions of e-commerce to draw maximum advantages from them. VR can make it possible by creating a whole new way in which customers can shop on online websites. VR will also be a vital part of the purchasing cycle.

8. Easy to interview candidates

The new applications of VR assist the human resources (HR) department in taking the interview of the candidates who have applied for the post. The applications of VR will enable them to interview candidates from multiple areas face to face in a virtual conference room. VR makes it easier for the interviewer to view the responses and body language of the candidate. Giant companies can even build remote offices for candidates to use infrastructure and participate in discussions or interviews.

9. Virtual conferences and meetings

It is difficult to allocate all the participants that are spread across the globe and conduct meetings with them. The inefficient meetings can result in a high level of misunderstanding and lack of interaction, which can affect the business adversely. However, VR has resolved this issue and has made conferences and meetings much more interactive and fun.

10. Cost-effective virtual designing of structure for better project visualization

VR is a blessing for architects, engineers, and other experts who are into architectural planning as they are able to visualize the structure that they are designing clearly. This helps save a lot of time and money, which would otherwise be spent on making 2-D renders or smaller models. Thus, VR helps businesses to achieve significant growth by utilizing immersive 2-dimensional technology for designing structures.

Seeing the constant expansion of VR technology development, it has been forecasted that one-third of the total consumers worldwide will be using VR by 2020. With more people having access to these technologies, industries will surely follow by offering VR-compatible products and services.

More in News

AI agents are exposing a problem that conventional workflow software has rarely solved. Many enterprises run essential work across SaaS platforms, integration tools, local scripts and shared spreadsheets. Agents are then expected to work across all of them, gather enough context and make safe decisions. The difficulty lies in the gap between what an agent can infer and what the business can actually control. Point-to-point integrations move data but do not preserve the history of a process. iPaaS platforms connect systems, yet long-running work can still end up scattered across queues, callbacks, approvals and exceptions. For buyers, introducing agents is only part of the challenge. They also need a process that can show exactly what happened. Workflow orchestration can provide that structure when it carries context along with the work instead of simply routing it from one system to another. Agents still need room to exercise judgment, but that judgment needs boundaries. A model might classify an email, interpret intent, retrieve missing context and recommend what should happen next. It should not have to work out the refund procedure or customer verification process from scratch every time a request comes in. Repeatable steps are less expensive to execute through deterministic logic and easier to audit. The agent can then handle the parts that require interpretation while established actions remain within versioned process logic. “Agents can make decisions where judgment is required while the workflow handles repeatable actions.” That separation is useful only if the business can see what happened in each workflow. Executives need a way to inspect the process template, runtime history, agent decision and failure path in one place. Once APIs, agents, human reviewers and external events are involved, ordinary system logs do not provide the whole picture. Buyers need to know which action ran, what data moved, what decision was made and what happened when a step timed out or had to be retried. Keeping that information with the process also makes automation easier to improve because performance data remains connected to the work that produced it. The amount of engineering required to get there matters too. An orchestration platform has limited practical value if a company needs to build a large specialist team before it can put a useful process into production. Existing services and SaaS APIs should be composable into business logic that people can understand and change without rebuilding the entire integration map. A code-first approach is useful when software teams get version control, business reviewers can see the workflow as a visual graph, auditors can trace what happened and agents have a stable process map to work within. The larger issue is ownership of the process, not simply how many tasks can be automated. Long-running workflows need to retain state, and agent decisions need to remain visible without requiring a model call at every step. Once the process is running, event-driven feedback can show where it needs improvement. The platform also has to work for organizations with different levels of software maturity. One team may be coordinating a large collection of microservices, while another needs custom workflow logic around ERP, CRM, field-service and workforce systems without having to wait for a vendor to add the functionality to its roadmap. LittleHorse takes this approach with Saddle Command Center and its Business-as-Code model for building workflows across microservices, SaaS platforms, agents and human-in-the-loop steps. Agents can make decisions where judgment is required while the workflow handles repeatable actions. Individual instances remain traceable, and workflow event data can be published to Apache Kafka for analysis. Support for Java, Python, Go and C# also allows engineering teams to maintain the business logic without having to adopt a specialist workflow language. For enterprises working across disconnected SaaS environments or complex microservice estates, LittleHorse provides a practical way to give AI agents room to make decisions while keeping the surrounding process visible and controlled. ...Read more
Sage migration decisions often begin with a contradiction. Finance and IT teams want the subscription feel of SaaS, yet the applications they rely on still carry custom workflows, connected databases, reporting routines and partner-managed changes. A generic cloud host can move the server, but it may leave the business managing every handoff when access breaks or latency appears during a critical task. Month-end close, warehouse workflows, payroll access and reporting cycles leave little room for cloud experiments that behave well only under ideal conditions. The weak point is usually not migration itself. It is the support chain that follows. Servers sit somewhere, a hosting provider manages the platform, the software publisher owns the application, a Sage consultant handles business logic and the internal team is left to coordinate the room. A single interruption then becomes a routing problem. Executives should favor a hosting model that reduces escalation layers without stripping away control over the ERP. Control matters because Sage environments rarely behave like standard SaaS tenants. Updates, integrations, VPN links, reporting tools and adjacent applications may need business-specific treatment. Shared resources can look efficient until they limit troubleshooting or change windows. Dedicated virtual environments, network isolation, clear backup design and documented availability standards give leadership a firmer basis for risk decisions. The point is not more infrastructure for its own sake. It is a service model that keeps customization possible while making ownership clearer. Ransomware risk and phishing exposure have changed the due diligence standard for hosted ERP. Sage access cannot be separated from identity controls, recovery routines, monitoring practices and response authority. A provider that only hosts the application may still leave security teams stitching together evidence after an incident. Before renewal terms are signed, buyers should test how backup frequency, network segmentation, disaster recovery design and incident escalation work in practice. Cloud economics create a second trap. Public cloud flexibility can turn into variable outlay when workloads are poorly matched to the platform. Licensing shifts and Microsoft choices make architecture a finance issue as much as an IT issue. Lowest monthly price can be misleading when internal staff must manage exceptions or pull multiple suppliers into every problem. A stronger decision weighs contract predictability, application performance, recovery posture and the cost of internal coordination. Sage projects also require a provider that can work alongside ERP partners rather than displace them. Against that buying logic, Cloud at Work is a premier choice for Sage cloud hosting. It model is built around Sage end users and fewer support handoffs, then extended that base into Azure and managed technology services where the customer environment demands it. Its portfolio spans Virtual Private Cloud, Infrastructure as a Service, Desktop as a Service, Managed Services and Managed Cybersecurity, giving buyers a path from hosted Sage to broader cloud management without changing accountability every time the environment expands. Dedicated resources, virtual firewalls, backup design and Sage-aware support match the pressures that matter most. For leaders who want Sage to feel closer to a managed service while preserving customization, Cloud at Work warrants serious consideration. ...Read more
Digital transformation remains a priority for organizations across Canada, but for many leaders, the challenge is no longer deciding whether to modernize. It is figuring out how to do it without disrupting the systems the business relies on every day. Many organizations are operating in a mixed environment where old and new technologies must work side by side. Core applications that were implemented years ago still support critical operations. ERP and commercial off-the-shelf platforms have been customized over time to fit unique business processes. Data often lives in multiple systems and cybersecurity concerns continue to grow as organizations expand their use of cloud services, mobile applications and external partners. The result is a level of complexity that can make modernization feel risky, even when change is clearly needed. This is why successful digital transformation rarely starts with technology. It starts with understanding the business. Leaders need a clear picture of which systems continue to deliver value, where inefficiencies exist and which investments will have the greatest impact. Organizations often spend too much money replacing systems that still serve an important purpose or implementing new solutions before fully understanding the long-term costs. The most effective transformation partners help organizations make informed decisions rather than pushing change for its own sake. The same practical approach applies to emerging technologies such as artificial intelligence. While AI continues to attract attention, its success depends heavily on the quality of the data behind it. Organizations that struggle with fragmented information, inconsistent processes or weak governance often find it difficult to unlock meaningful value from AI investments. Data modernization, cybersecurity and system modernization are closely connected. Progress in one area often depends on getting the others right. Security has become another defining factor in successful transformation initiatives. Whether operating in healthcare, education, municipal government or the private sector, Canadian organizations face increasing expectations around privacy, access management and accountability. Security cannot be treated as a separate project that follows modernization efforts. It needs to be built into planning and decision-making from the beginning. Strong governance, clear documentation and defined responsibilities help organizations reduce risk while giving leadership teams confidence that projects remain on track. Execution is equally important. Many transformation initiatives struggle not because the strategy is wrong but because employees are left behind during the process. New systems, workflows and technologies only create value when people understand how to use them and why the changes matter. Clear communication, realistic timelines and strong change management are often the difference between a successful implementation and an expensive disappointment. For organizations operating across different regions of Canada, bilingual communication and local stakeholder engagement can further influence outcomes. For organizations looking to modernize in a practical and manageable way, IPSG Technology offers an approach grounded in business realities rather than technology trends. The company combines custom application development, website modernization, cloud services, cybersecurity, data optimization and change enablement to help organizations navigate complex transformation initiatives with confidence. Its strength lies in helping clients modernize ERP and COTS environments without unnecessary replacement, align AI initiatives with data readiness and incorporate security from the outset. By focusing on clarity, governance and measurable outcomes, IPSG Technology helps organizations move forward without losing sight of operational continuity, budget control and long-term business value. ...Read more
Mid-sized companies often reach a point where data volume has outgrown the reporting habits built around it. Sales systems, finance platforms, customer records and workforce tools accumulate information, yet decision-makers still wait for manually assembled reports or rely on partial views. The buying problem is rarely a shortage of software. It is the cost and coordination burden of connecting systems, preparing reliable data and turning it into useful action without building a large specialist team. Platform selection should begin with the data foundation. Dashboards and AI models cannot compensate for inconsistent definitions, missing records or poorly governed pipelines. Executives need to know how a platform profiles and cleans data while preserving traceability from source to output. Integration also matters beyond the initial connection. A workable platform must support existing databases and business applications while reducing the amount of custom code required to keep those links current. Migration demands, refresh frequency and access controls deserve scrutiny before implementation begins. The next pressure is time to proof. Many firms cannot justify a large upfront investment in engineers and data scientists before a use case has shown credible returns. A platform should let a business test a narrow problem and measure model accuracy before committing to broader deployment. Low-code workflow design can shorten that cycle, but ease of configuration must not remove oversight. Buyers should examine how knowledge bases and semantic layers are managed when model outputs affect staff decisions or customer-facing processes. Access to insight presents a separate test. Static reports remain useful for recurring review, yet business leaders increasingly need answers that were not anticipated when a dashboard was built. Natural-language querying can reduce dependence on report backlogs, provided the platform grounds responses in governed company data and shows enough context for users to judge the result. Predictive functions should be assessed in the same manner. Forecasts are valuable only when teams can understand the inputs and monitor performance before connecting a prediction to a defined next step. The final buying concern is service depth. Mid-sized firms may adopt a capable platform and still lack the people to design data models or maintain AI workflows. A provider should be able to supply targeted support without turning every change into a consulting project. Subscription or usage-based pricing can lower the entry barrier, though buyers should compare consumption controls and support terms carefully. The strongest fit will combine self-service tools with practical help around implementation and model tuning, backed by ongoing maintenance when internal capacity is limited. Aidas Technologies  is a premier choice for firms that need this combination without assembling separate platforms and specialist teams. Its AI-powered data and analytics platform brings data preparation, reporting, predictive modeling and workflow automation into one environment through low-code tools. The company also offers professional services for setup and custom development, plus model support and continued maintenance, allowing buyers to test focused use cases before scaling. A usage-based subscription model further suits mid-sized organizations that need tighter control over upfront cost. For executives prioritizing faster proof and guided adoption, Aidas Technologies merits serious consideration. ...Read more