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E X CL USI V E ! T HE L A UNCH OF INDUS T R Y X .0 www.gigabitmagazine.com

DECEMBER 2018

How digital transformation is revolutionising health

A sustainable journey TOP 10

BUSINESS TECH TRENDS

CHAD WILKERSON OUTLINES THE TELCO GIANT’S SUSTAINABLE TRANSFORMATION

Digital transformation in an evolving industry


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WELCOME

H

ello and welcome to the December issue of Gigabit magazine, bringing you the latest news, analysis and insights across the technology business landscape. Across every industry, sustainability goals are increasingly driving change in global businesses, and technology is no exception. Telecommunications giant T-Mobile has lofty ambitions to reduce its carbon emissions promote a clean energy future. For this month’s cover feature, Andrew Woods caught up with Chad Wilkerson, Director of Sustainability and Infrastructure Sourcing at T-Mobile, to learn how the telco plans to use 100% renewable energy for all its operations in three years’ time. “We frequently evaluate our environmental impacts to determine how we can make significant improvements or offset the impacts of our operations,” says Wilkerson.

Next, we spoke to SITA Labs Lead Engineer, Kevin O’Sullivan, to learn about the potential behind blockchain technology. Additionally, as challenger banks challenge the status quo, Simon Healy, Industry Director for Unisys Financial Services EMEA, queries whether SMEs are willing to make the banking switch. We’ll also look at the top industry events you won’t want to miss and we’ll conclude the issue by rounding up the top 10 business trends that are set to disrupt the technology sector in 2019. Don’t forget to also check out our company profiles on Accenture, Microsoft Canada, Zimnat and more. We hope you enjoy this month’s bumper issue and, as ever, you can find us across social media @GigabitMag Enjoy the issue! Laura Mullan. Laura.mullan@bizclikmedia.com

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CONTENTS

T-Mobile

North America

10

42

52

Connecting the world: the future of blockchain

Is your SME up for the challenge?


Top 1 0 Business tech trends

82

Accenture North America

64

108 Ross Video North America

130

Brown-Forman North America

148

162

North America

North America

Aerojet Rocketdyne

Collabera


PetalMD

North America

186

198

Santander Europe

174

Microsoft Canada North America

Emasa Europe

218

Swedish Mining Automation Group Europe

232

Telekomunikasi Indonesia Asia-Pacific

248


Shera Public Company Limited Asia-Pacific

268

FWD Insurance Asia-Pacific

284

Digital Realty Asia-Pacific

302 SBM Bank Africa

314

Zimnat Africa

328

Abu Dhabi University Middle East

344 09


10

DECEMBER 2018


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11

Asustainable

telco WRIT TEN BY

ANDRE W WOODS PRODUCED BY

GLEN WHITE

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T- M O B I L E

We speak to Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing at T-Mobile regarding the telecommunications giant’s ambition to use 100% renewable energy for all its operations in three years’ time…

T 12

-Mobile has an ambition: the

that are doing things differently in

telco giant aims to be using

energy sustainability across T-Mobile,”

100% renewable energy for

he explains. “With RE100 and our

all its operations by 2021. As sustain-

commitment to be powered by 100%

ability dominates the thoughts of many

green energy by 2021, we’re not just

industry leaders as well as their clients

buying green energy, but taking a whole

and customers, for a company as large

systems approach to sustainability. For

and expansive as T-Mobile, which

example, we’re working to make sure

covers manufacturing, IT, construction

our operations are as energy efficient

and much more, ambitions as bold as

as possible, we’re working to decrease

these require an agile and strategic

our carbon footprint and we’re support-

approach that will cause as little

ing third parties like the Nature Conserv-

disruption to its day-to-day operations

ancy to promote a low-carbon, clean

as possible. Chad Wilkerson, Director,

energy future. Our goal is to make an

Sustainability & Infrastructure Sourc-

impact on the whole sustainability realm

ing at T-Mobile, is the man entrusted

– and lead the wireless industry in this

with delivering this program – we

area. At T-Mobile we want to make the

caught up with Wilkerson at his Dallas

biggest impact we can, not just in the

office to find out more.

environmental space but really, in every–

“I get to lead a great team of people DECEMBER 2018

thing we do – that is the Un-carrier way.”


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“We’ve been relying more on electronic communications with our customers and about 70% of our clients have signed up for paperless billing” — Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile

13

Telcos can seem rather amorphous when it comes to internal processes and infrastructure, but of course there is a physical architecture that feeds T-Mobile’s processes and products. “Telcos do have an interesting model that you might not have in your normal retail or manufacturing footprint. Not only do we have retail stores, corpow w w.gi ga bi t ma ga z in e. com


Building DAS Central Office Macrocell Small Cell

Mobile Switching Center Small Cell

Data Center

Delta’s comprehensive solutions to support future needs in Telecom infrastructure Delta’s misson is to provide innovative, clean, and energy-efficient solutions for a better tomorrow. Delta is proud to support T-Mobile’s commitment to sustainability with it’s high efficiency DC power systems, complete portfolio of 5G telecom enclosures, and low-emission stand-by generators.


#IoT-based Smart Green Solutions to Nurture Energy Efficiency in Cities Delta specializes in energy efficiency management and enhancement, enabling IoT-based applications in intelligent buildings, smart manufacturing as well as green ICT and energy infrastructure, which are the foundations of sustainable cities

www.deltaww.com


T- M O B I L E

rate offices, call centers and data

governance (ESG) model – we went

centers, we also have a massive

beyond that and took an Un-carrier

network infrastructure and antennae

approach, like we do with everything

network – and that’s where the bulk of

else. In this case, we focused on three

the green energy we’re acquiring is

key pillars - protecting the planet,

being utilized – to sustainably power

inspiring our customers and employees,

that infrastructure.”

and leading responsibly. Our Un-carrier culture is really rooted in the belief

SUSTAINABILITY IN ACTION

that business success is measured not

So, what exactly does T-Mobile’s

just with financial results, but in our

sustainability strategy look like? “At

commitment to delivering a positive

a high-level, we didn’t just look at

and sustained impact on the economy,

the standard environmental, social,

community and the planet as a whole.”

16

DECEMBER 2018


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CLICK TO WATCH : ‘T-MOBILE GOES GREEN: JOHN LEGERE CHALLENGES AT&T AND VERIZON TO CHOOSE RENEWABLE ENERGY’ 17

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PROVEN LEADERS IN RENEWABLE ENERGY Longroad Energy is a renewable energy developer focused on the development and operation of wind, solar and energy storage projects throughout the United States.

LEARN MORE


A KEY STRATEGIC PARTNER T-Mobile selected Longroad as a partner following a competitive process that drew the interest of dozens of renewable energy developers from around the globe. T-Mobile valued Longroad’s wind and solar development expertise, experience working with corporate customers, its in-house operations and asset management capabilities, financial strength and competitively priced clean energy.

energy projects. The core team began developing renewable energy projects together over a decade ago at Longroad’s predecessor company, First Wind. During their time together, the Longroad team has successfully developed 35 utility-scale wind and solar projects across the United States totaling approximately 3,800 MW.

In addition to partnering with T-Mobile, Longroad is actively developing renewable energy projects across the United States. Longroad has a greenfield development pipeline of over 8,000 MW and recently completed the development of two utility-scale wind and solar projects in Texas. Both projects, which include a 315 MWdc solar project (the largest solar project in Texas), will sell their renewable energy to corporate customers. The Longroad team is comprised of long-time energy industry veterans with a proven track record of successfully developing renewable

Longroad is an industry leader in operating and managing operating wind, solar and energy storage projects. The Longroad Energy Services (“LES”) team is comprised of experienced Operations & Maintenance and Asset Management professionals. LES staffs a 24x7 Remote Operations Center (“ROC”) to continuously monitor, troubleshoot and proactively oversee the 1,236 MW of operating wind and solar projects currently under LES management. Through its commercial, technical and data-driven approach, LES has helped financial investors and corporate customers achieve their investment objectives.

www.longroadenergy.com


T- M O B I L E

T-Mobile is growing, and Wilkerson and his team are tasked with ensuring that with this expansion the green energy programs keep up with the new power needs. “We frequently evaluate our environmental impacts to determine how we can make significant improvements or offset the impacts of our operations. We first aim to decrease our carbon footprint through 20

energy efficiency, sourcing renewable energy and utilizing innovative techniques to reduce our greenhouse gases. The greenest, most economic energy you can get is the energy you don’t use, right? So, that’s a big focus for us. We aim to mitigate the impacts that our operations have on the environment to help ensure the long-term viability of our communities and our business.” Of course, by tackling climate change, there is also a vested interest in protecting the T-Mobile supply chain. “As far as how the environment affects the supply chain... if there’s flooding in an area where our supply base is located, or even in areas where, like us in Texas, our network is located, it affects our operations. If a network or a store can’t open, or an employee can’t get to work, it affects our staff and the communities they live in. So, DECEMBER 2018


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focusing on minimizing our impact on the environment is good for customers, employees and the community alike.” T-Mobile, a green power partner with the EPA, is expanding its commitment to operating sustainably in partnership with our supply chain. “The suppliers we have the best relationships with are those that echo our values and our thinking – and are focused on implementing new, innovative solutions and structures for the future. With suppliers like Ericsson for example, we can together have a much bigger impact 21

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The Power of Partnership At Enel Green Power, we believe it makes good business sense to match renewables and sustainability goals with underlying corporate values. Each company has unique requirements, so it’s critical to find a partner who understands your needs, and has the ability to deliver a customized solution. Enel Green Power has a track record of delivering tailor-made sustainability solutions to our partners world-wide.

Follow us

enelgreenpower.com

R


Sustainable Energy Powers this Partnership Ahead of Earth Day 2017, T-Mobile announced magenta was going green with Enel Green Power (EGP). The Un-carrier made the largest wind power investment ever by a U.S. wireless company, purchasing the clean energy produced by EGP’s Red Dirt Wind Farm in Oklahoma. This partnership will enable T-Mobile to meet its progressive sustainability targets which call for using 100% renewable energy for their entire business by 2021, including the company’s operations across U.S. retail stores, call centers and network operations. Corporations continue to see the value of supporting renewable energy, and wind power is among the cleanest available sources of renewable energy, according to the EPA. T-Mobile, the only major wireless company to commit to 100% renewable electricity, is recognized by the EPA and Green America for leading the way to #CleanUpWireless. T-Mobile’s sustainable practices don’t end there. From LEED certification and composting at their main campus, to device recycling and paperless billing, they’ve claimed a clear leadership position in environmental stewardship within the wireless industry. Sustainability runs deep in EGP’s value chain as well, from how we construct our wind farms to the power that our energy facilities produce, we are committed to delivering long-term sustainability for the local communities that we call home. Red Dirt Wind Farm is part of EGP’s sustainable construction program which includes activities like recycling reclaimed materials for community projects, wood-recycling

programs, conducting repair and maintenance on local roads, and investing in critical community operations and initiatives such as local fire departments and community centers. Enel Green Power North America, part of the Renewable Energies division of the Enel Group, is a leading owner and operator of renewable energy plants in North America with projects operating and under development in 24 U.S. states and two Canadian provinces. EGP operates over 100 plants with a managed capacity exceeding 4.2 GW powered by renewable hydropower, wind, geothermal, and solar energy. In 2017, EGP added more capacity than any company in the U.S. with a record-breaking 1.2 GW and currently in the U.S. and globally, EGP has the second largest amount of contracted capacity with commercial and industrial customers. We have seen a growing number of enterprises contracting for renewable energy to secure cost savings and provide long-term cost certainty. Our Power Purchase Agreements and partnerships with our customers serve as an industry example of how corporations can leverage renewable energy to reduce costs and operate more efficiently. When companies like T-Mobile choose to invest in renewable energy through EGP’s projects, they are signaling to the market that sustainability is a core value and essential to remaining competitive in the future.

Red Dirt Wind Farm - Kingfisher & Logan Counties - Oklahoma, USA


ENERGY IS A COMMODITY. PEOPLE AREN’T.

Some of our clients call us power consultants. Others think of us as energy management advisors. Whatever we’re called, we do one thing and we do it well: help our clients manage energy costs by creating strategies that spell out when, how and why to purchase electricity and natural gas. www.sablepg.com

|

info@sablepg.com


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25

both for the planet and the economy!

in northwest Kansas, which is going

T-Mobile is also currently working

to be T-Mobile’s second wind farm.

with Tradewind Energy and Enel

T-Mobile is also working with Puget

Green Power on a number of initia-

Sound Energy to power it’s Bellevue,

tives including one, Red Dirt Wind

WA HQ with 100% green energy that

Farm. “That’s a large project. We’re

is locally sourced through PSE’s

utilizing partners that are in alignment

Green Direct Program.”

with us, and have proven they can

T-Mobile’s sustainability strategy is

deliver results that pave the way for

part of the company’s broader CSR

our future renewable progress. We

program which aims to leverage its

are also working with Engie North

brand, technology and people to posit-

America on Solomon Forks, located in

ively impact the community and planet.

Thomas County, near the city of Colby

“In addition to sustainability T-Mobile w w w.gi ga bi t ma ga z in e. com


T- MOBIL E C OMPA N Y FA C T S

26

­ evice Recycling Program D In 2017, T-Mobile USA collected over 4 million used cell phones. Of the over 4 million used devices and accessories we collected in 2017, we reuse or resell a 86% of that hardware—which is by far the most eco-friendly approach. The rest are responsibly recycled by providers we select. Since we launched our recycling program back in 2008, over 14.4 million T-Mobile customer devices (and counting) have been reused or resold. Because cell phones contain precious metals, recycling not only conserves these materials, but also helps prevent pollution and greenhouse gas emissions. Renewable Energy Savings T-Mobile utilizes about 2.7 million megawatt hours (MWh) of energy across our headquarters, stores, cell towers, call centers and other locations. To address this energy use, T-Mobile has taken the initiative to enter the renewable energy space. Through our renewable energy use we plan to cut our energy costs by around $100 million dollars in the next 15 years. Renewable Energy Leader T-Mobile has quickly established itself as the benchmark for the telecommunications industry in renewable energy performance.

In April 2017, we made the largest ever wind power investment to date by a US wireless company, signing a long-term agreement of up to 160MW from the new Red Dirt wind project in Oklahoma. The project, operational as of January 2018, is expected to provide T-Mobile with over 625 GWh of renewable energy annually, or approximately 27% of our overall power use. Not satisfied to stop there, in January 2018, T-Mobile unveiled a 2nd major wind farm project, an agreement for 160MW with Infinity Renewables' Solomon Forks Wind Project in Kansas. This project, expected to be operational in early 2019, combined with Red Dirt, will generate 320 MWs for T-Mobile or enough to meet an estimated 60% of our total energy needs nationwide. Growing our Network Efficiency T-Mobile calculates its Co2e emissions in proportion to its transmitted data volume [in TByte]. Data volume is an important indicator for T-Mobile to create a direct link for the performance of its networks. T-Mobile’s data volume transported by its Networks increased significantly for 2017 while its carbon emission intensity figure decreased for that year by 29.3%


27

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Towards a sustainable future

Integrating sustainability and responsible business practices into our operations is vital to our long-term success. Our vision is empowering an intelligent, sustainable and connected world through relentlessly innovating technologies that are easy to adopt, use and scale.

Our contribution to climate action

Our product performance

Our company impact

ericsson.com/sustainability Facebook @technologyforgood | Twitter @EricssonSustain

We are committed to the Paris Climate Agreement by joining the Science Based Targets initiative, with the target to

reduce our carbon footprint by

35%

in 2022.

We strive to ensure that the

5G

product portfolio shall be 10x more

energy efficient than current 4G by 2022.

We innovate ICT solutions that have

the power to help reduce global greenhouse emissions by up to

15%.


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has a strong focus on supporting

inclusion and overall ethical business

veterans, youth development, assisting

practices. “T-Mobile is one of Fortune’s

communities impacted by disasters

Best Places to Work for Diversity, and

and enabling our employees to give

one of Forbes Best Employers for

back to their communities and favorite

Diversity, and for five years in a row

non-profit partners. So far, in 2018,

has received a perfect 100 from the

T-Mobile has given more than US$8mn

Human Rights Campaign’s annual

and employees have volunteered over

Equality Index, earning the “Best Place

34,000 hours – and this is all before

to Work for LGBT Employees” for

Giving Tuesday which kicks off the

2017. We also received a top score

busiest giving season of the year.

from the Disability Equality Index for

T-Mobile plans to give up to $2mn for

“Best Places to Work for Disability

Giving Tuesday alone.”

Inclusion” for 2017. And finally, for

T-Mobile has also been recognized for its commitment to diversity and

the past 10 years T-Mobile has been voted Most Ethical Company by the Ethisphere Institute.

“We frequently evaluate our environmental impacts to determine how we can make significant improvements or offset the impacts of our operations” —

Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile

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29


T- M O B I L E

GREEN OPERATIONS T-Mobile has a number of LEED certified facilities including its Bellevue campus which achieved LEED Certification from the US Green Building Council. T-Mobile just announced a $160mn renovation that – over the next three years – will transform its Northwest headquarters into a modern, inclusive, connected and flexible workplace to better support innovation and collaboration among employees. The new offices will earn a LEED certification with sustainable green building design, 30

construction and ongoing maintenance and operations. In addition, the redesigned HQ will be the first corporate campus in the US to achieve a Fitwel certification, a wellness standard that promotes a comprehensive approach to a healthier workplace through increased physical activity, accessible design, access to healthy food options, natural lighting and outdoor spaces. Also, the T-Mobile Arena is a LEED Gold certified facility and first LEEDcertified sports and entertainment facility in Las Vegas. Some of the key initiatives T-Mobile has introduced include waste reduction programs such as paperless billing, DECEMBER 2018


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31

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“We’ve also recycled over 25,000 technology items from our offices… it’s about 300,000 pounds of IT equipment that would have gone to a landfill” —

Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile minimizing product packaging and increased use of FSC certified recycled and post-consumer materials. “We’re

33

really cutting back on the amount of

ing plastic insert trays, labeling all

paper receipts we’re using in our stores,”

packaging with internationally recog-

Wilkerson explains. “Reducing collateral

nized symbols to encourage recycling,

– like direct mail advertising and customer

and reducing volatile organic com-

billing. We’ve been relying more on

pounds to less than 10%. We’ve also

electronic communications with our

recycled over 25,000 technology items

customers and about 70% of our clients

from our offices including computers,

have signed up for paperless billing.”

servers and monitors. It’s about 300,000

“We work closely with the CTIA

pounds of IT equipment that would

Green Working Group to efficiently and

have gone to a landfill. In addition to

effectively protect the products we sell,

internal electronics and battery recycling,

like phones and accessories, while

we have a consumer device recycling

minimizing the impact, footprint and

program and since we started that,

waste associated with our packaging

we’ve had over 18mm devices reused

as much as possible. The results have

or recycled, and that continues to grow.

been pretty good, and include eliminat-

Just having the incentives in place for w w w.gi ga bi t ma ga z in e. com


T- M O B I L E

DECEMBER 2018


T- MOBIL E C OMPA N Y FA C T S Energy Efficiency on our Network In select markets, T-Mobile removed HVAC equipment from existing telecom shelters at cell sites, and replaced them with a direct air cooling system by installing new cabinet doors designed with variable speed, high efficiency fans to optimize airflow. This investment resulted in decreased energy consumption at the sites and reduced energy costs by 30%. Setting Ambitious Emissions Targets We have set a number of goals to decrease our carbon footprint, including sourcing 100% of our electricity from renewable energy by 2021. Our goals are driven by our interest in reducing our dependence on fossil fuels, improving the cost and security of our fuel supply and reducing the harmful impacts of greenhouse gas emissions on the planet. With the RCP 2.6 scenario, T-Mobile has committed to reduce combined absolute scope 1 and scope 2 GHG emissions 95% by 2025 from a 2016 base-year. Additionally, T-Mobile also commits to reduce scope 3 GHG emissions by 15% per customer by 2025 from a 2016 base-year.

LED Lighting at Retail Stores ENERGY STAR certified LED Lighting was installed at approximately 1,500 new corporate and dealer stores constructed in 2017. We also completed additional lighting retrofits across the T-Mobile commercial real estate portfolio. The upgrades were completed in T-Mobile Call Centers, Switch Sites, Regional Business Offices, and its corporate headquarters. We now require all new construction and upgrades to lighting across the company to be LED. Through these upgrades, in 2017, we saved over 5,742,000 KWh of electricity while avoiding the release of nearly 3,000 metric tons of Carbon Dioxide. LEED Certification of Service Center Partnered with our landlord to achieve LEED Certification from the US Green Building Council at our Field Service Center in Bellevue, WA. The operational changes made to achieve the certification include implementing composting throughout the campus that significantly reduces waste to landfill.

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FZSONICK, born from the Italian passion of the Dolcetta family, produces and sells batteries with the innovative Sodium Nickel Chloride Technology, commonly called Salt Batteries. FZSONICK serves 3 vertical markets: Energy Storage: solutions for network optimization and energy self-sufficiency thanks to innovative systems and products for energy storage. Energy Backup: solutions in telecommunications applications (telephone exchanges, repeaters, etc.) and industrial applications (utility, oil and gas) to guarantee the continuous functioning of emergency, security and alarm systems to compensate for the interruption of electricity. Sustainable Mobility: solutions for mobility with particular regard to industrial vehicles, fleets for urban public transport, delivery vehicles, school buses, vehicles for street sweeping and mines. Technology Advantages:

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www.fzsonick.com info@fzsonick.com Kara Haag | kara.haag@fzsonick.com


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our customers to encourage them to recycle and trade in their devices is vital. We have efficient LED lights in the stores and offices, and smart thermostats that significantly reduce energy use as well. We sit down with our partners on the construction team and help them make decisions and design things with sustainability in mind. We’re not just considering what the upfront cost is, but the total long-term costs of ownership when we look at our facilities. Obviously, if you’re able to reduce your energy use to become more efficient, then you’re lowering your operational expenses over the life of that facility and having a better impact on the environment

37

at the same time.”

GREEN DATA As a telco, T-Mobile is no stranger to data,

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T-MOBILE COMPANY FACTS Printer Optimization and Paper Reduction Instituted a printer optimization project that has eliminated over 1,000 printers enterprise-wide. More than 75% of our customers now opt for online billing, which gives us one of the best records in the industry and saves thousands of pounds of waste every year. The T-Mobile Arena in Las Vegas, Nevada The T-Mobile Arena is a LEED Gold certified facility and the first LEED-certified sports and entertainment facility in Las Vegas. 38

Green Commuting We promote energy-efficient commuting and carpooling by providing location-specific benefits to our employees. Commitment to Combating Climate Change Beyond our strong partnerships with groups like RE100 and GeSI, we also make our public position known through our aggressive brand marketing. Our CEO, John Legere, has been an outspoken voice on #CleanUpWireless and has issued a $1.5M challenge to AT&T and Verizon to follow suit on our commitment to 100% renewable energy by 2021.


39

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We build solar projects with high brand value at competitive prices for a brighter, more sustainable future for your business and your customers. Community Energy has a twenty-year track record of developing and delivering reliable renewable energy at scale.

Learn more? Visit communityenergysolar.com or reach out to Jay Carlis at jay.carlis@communityenergyinc.com.

DECEMBER 2018


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but it’s now utilizing metadata to drive its sustainability strategy. “We believe in the old adage ‘you can’t manage what you can’t measure’. So, we regularly assess our energy

“T-Mobile is one of Fortune’s Best Places to Work for Diversity, and one of Forbes’ Best Employers for Diversity” —

Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile

footprint to track the progress we are making toward our goals and identify

expect that to just keep getting

other areas of opportunity.

better over time! We are well on our

“Obviously, we’re looking at how IoT

way to RE100 and a sustainable

and 5G will impact our sustainability

future for T-Mobile, but there is still

efforts as 5G is the future. However, as

more to do and – we won’t stop!”

our ability to get more and better data increases and we have better information we can more quickly identify where the inefficiencies are and make the changes that will have the biggest impacts. That’s pretty cool and we w w w.gi ga bi t ma ga z in e. com

41


LEADERSHIP

42

WRITTEN BY

Connecting the world: the future of blockchain M ARCUS L AWRENCE

DECEMBER 2018

SITA Labs Lead Engineer Kevin O’Sullivan outlines the potential impact blockchain technology is set to have over the coming years


43

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LEADERSHIP

T

he excitement surrounding blockchain, and the benefits its development and integration could

have for myriad industries, has been palpable in recent years. Originally an anchor for cryptocurrencies, blockchain’s transparency and traceability – combined with the collaborative possibilities that its inherent distribution entails – have brought it to the forefront of tech research in many sectors, not least the transport industry. SITA is a multinational IT giant focused on the air transport industry, and in its 2018 IT Air Transport IT Insights report, the company

44

found that blockchain attracted the most research attention this year of any technology among airline and airport CIOs. The report found that 59% of airlines and 34%

“I see a strong parallel between what we saw in the 90s, when the internet came along, and there was also huge hype. Everyone was predicting this was going to change the world, but nobody really knew how”

of airports plan to implement blockchain technology research programs by 2021. Kevin O’Sullivan, Lead Engineer for research and development arm SITA Lab, has been leading blockchain technology research for airports and airlines over the past two and a half years. O’Sullivan, whose experience encompasses 25 years in the travel technology space, was keen to discuss blockchain’s development, what it will achieve for businesses around the world, and what the future holds for the disruptive technology. At present, blockchain remains in its infancy. “I DECEMBER 2018

— Kevin O’Sullivan, Lead Engineer, SITA Labs


45

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LEADERSHIP

see a strong parallel between what we saw in the 90s, when the internet came along, and there was also huge hype. Everyone was predicting this was going to change the world, but nobody really knew how,” O’Sullivan says. “I feel like that’s where we are with blockchain. I think the technology itself is relatively straightforward – it’s well described, there’s no mystery about it. But the real issues now are to figure out how it will work from a business perspective and a governance perspective.” Naturally, such a radical and disruptive new technology 46

draws huge questions about integration, governance, compliance and access. Can this technology step into a business’ processes with minimal disruption? With an open, collaborative platform, who is in charge? Who conducts its maintenance? Who has access to what data, and who makes that decision? “Blockchain is a collaboration technology, and there’s a promise that, by encouraging partners, suppliers and competitors to all collaborate effectively on the same technology, infrastructure, and data, we can eliminate friction in how we do business and improve trust across different stakeholders,” O’Sullivan says. “But it introduces significant problems from a regulation point of view because the legal primers of what a government expects companies to do from a compliance and auditing perspective doesn’t work across blockchain.” With the promises of what blockchain can offer, DECEMBER 2018


“By encouraging partners, suppliers and competitors to all collaborate effectively on the same technology, infrastructure, and data, we can eliminate friction” — Kevin O’Sullivan, Lead Engineer, SITA Labs

tackling these complex issues is certainly worth the expense and headaches. Aside from what blockchain can do for airline and airport stakeholders, passengers themselves could stand to enjoy a far more streamlined experience. Self-sovereign identity, a new form of digital identity, blends cryptology (writing and solving code) with anchor points on a blockchain to ess-entially provide a digital copy of an individual’s passport, boarding pass and more. “The immigration officer can, without having to refer back to the issuing government, have that peer-to-peer connection,” O’Sullivan explains. “They can verify the digital data hasn’t been tampered with, verify who it was issued by, and verify it was issued to that particular passenger.” SITA Lab is currently working on trials whereby passengers can cross border control, undergo biometric checks, and effectively leave the airport without any w w w.gi ga bi t ma ga z in e. com

47


LEADERSHIP

disruption. “From a government perspective, they’ll get advanced information about that passenger,” O’Sullivan says. “They kind of do already, but right now it still has to go through an airline processing system whereas this shifts responsibility over to the passenger. This means the governments get the data they want, and they can verify that it’s come directly from another government, and they get it sooner than they currently would.” For O’Sullivan, however, this does not represent the biggest opportunity that blockchain offers. Data noise causes issues in every sector: for every piece of information, a variant will exist 48

for each relevant stakeholder. Maintaining truth across each of these copies is extremely difficult, O’Sullivan says, but with blockchain serving as a single source of truth the issue is eliminated. “This is an incredibly collaborative industry. Flights take off from one airport, go to another, you’re dealing with immigration, cargo, ground handlers, and everybody’s got to work together. At the moment, there are too many points of friction.” The impact caused by the inefficient communication of the truth manifests as delays for passengers and increased, unnecessary costs for airlines. By providing stakeholders with verifiable, trustworthy information that has the promise of universality, airport and airline operations could be made considerably more efficient, mitigating DECEMBER 2018


49

CLICK TO WATCH : MEET KATE, SITA’S NEW INTELLIGENT ROBOTIC KIOSK

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LEADERSHIP

costs, building strong brand images, and making the passenger experience far smoother. Answering the question of governance when building this single source of truth – deciding who gets to see what and why, and who makes these decisions – is first met by the issue of private vs public. A public blockchain ledger that is truly decentralised and freely distributed is necessary for cryptocurrencies, but this public freedom of information is not appropriate for the aerospace industry. Instead, the 50

blockchain technology under development at SITA Lab operates under private permissions. O’Sullivan adds, however, that the tech’s immaturity means that this in itself does not solve the issue of governance. O’Sullivan says that figuring out who

SITA Lab’s Aviation Blockchain

is responsible for the blockchain, who

Sandbox project, launched in October,

maintains it and who ultimately owns it

looks to facilitate this intra-industry

are questions being answered by collab-

collaboration, enabling stakeholders

oration across the industry. “You have

from around the aerospace sector

this incredibly valuable dataset of the

to develop the tools necessary to

true information about a flight, and the

operating a successful private permis-

question of who owns that data. That

sions blockchain solution.

needs to be decided as well. Collabo-

Once these issues are resolved,

ratively, we need to come to an agree-

blockchain offers a shakeup of the

ment on how we manage that.”

B2B space that O’Sullivan says could

DECEMBER 2018


“SITA Lab is currently working on trials whereby passengers can cross border control, undergo biometric checks, and effectively leave the airport without any disruption” — Kevin O’Sullivan, Lead Engineer, SITA Labs

less, and therefore a lot easier to chop and change.” Ultimately, the technology still has a long way to go, particularly as the dust begins to settle around the hype and challenges begin to present themselves in earnest. “I think we’re going to be a little more circumspect rival the revolution of B2C engage-

about blockchain in 2019, and then,

ment driven by the rise of the internet.

hopefully, see some realistic things

“I think there’s huge potential on the B2B

happen in 2020,” O’Sullivan says.

engagement model. For businesses

“We still need blockchain to prove

there’s been quite a bit of friction when

itself. We’re definitely coming to the

two businesses begin an engagement

end of the honeymoon period, and

between them in terms of due diligence

entering the more realistic period.”

to each other, and accounting, legal frameworks, and all that sort of stuff. I think there’s potential to make that a lot more frictionless, a lot more seamw w w.gi ga bi t ma ga z in e. com

51


52

Is your SME up for the challenge? Challenger banks are challenging the status quo. Simon Healy, Industry Director for Unisys Financial Services EMEA, asks: Are SMEs willing to make the switch? WRITTEN BY

SIMON HE A LY

DECEMBER 2018


53

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D I G I TA L D I S R U P T I O N

W

ith stories breaking of banks suffering from technical glitches, leaving customers locked out

of their accounts, and chief executives resigning due to the effect of IT meltdowns,

it’s a reminder that it isn’t good enough in today’s customer-centric world to expose customers to poor digital services. Despite these shortcomings, customers are still reluctant to switch bank accounts from established brands - which is increasingly becoming a problem with small to medium-sized enterprises (SMEs). In fact, recent research (from a Unisys study) has 54

shown that 97.8% of SMEs expressed satisfaction with their existing provider, while 60% of SMEs have no plans to change banking provider in the next five years, citing trust as their main reason for choice. The research also highlighted the quality of today’s digital offerings were not a driver for SMEs when choosing their provider. With recent banking technology blunders, challenger banks are able to prioritise robust digital services and new, innovative propositions could force a power shift in the banking industry. During my time as co-founder at challenger bank Aldermore the SME savings market was materially under-served. We saw an opportunity to address this as SMEs DECEMBER 2018

“1 in 6 SMEs stated that they would be willing to switch accounts in the next twelve months. Even more staggering is that almost half (47%) stated if they did switch, they would move to a challenger bank, digital bank, or nonbanking brand”


55

believe what they’re offered lags behind

contractors, rather than large organisa-

offerings to consumers. It was success-

tions. SMEs are looking for a great return

ful because the starting point was having

while making processes as simple as

a clear focus and target customer in

possible. We ended up with a proposition

mind, then making sure you richly under-

described as “great returns effortlessly”

stand and meet their needs. The limit-

which became the guideline to how we

ation in the market for SMEs is that

operated at Aldermore. We delivered the

offerings are similar across providers

UK’s first end to end fully online account

with a one size fits all businesses appr-

opening process for SMEs which took

oach. Given the diversity in the sector

just 10 minutes rather than days or

it’s not appropriate. We typically offered

weeks - it was a huge enabler and key

a more bespoke approach focusing on

pillar of our offer.

one-man bands, consultants and w w w.gi ga bi t ma ga z in e. com


D I G I TA L D I S R U P T I O N

CLICK TO WATCH : ‘UNISYS 2018 OVERVIEW’ 56

ARE SMES SETTLING FOR AVERAGE?

banking service. It begs the question,

The banking giants face the danger

should SMEs be considering a service

of losing SME customers to digital

they love that also better addresses their

competition, especially amidst the

needs, rather than simply accepting

constant flurry of IT issues; recent

the familiar?

research discovered that 39% of SMEs regularly experience tech

ARE SMES PREPARED TO SWITCH?

problems with accessing the banking

1 in 6 SMEs stated that they would be

services they require, and nearly 10%

willing to switch accounts in the next

said it happens “every time” they try to

twelve months. Even more staggering is

access these services. As technology

that almost half (47%) stated if they did

continues to advance at a rapid rate, it

switch, they would move to a challeng-

cannot be acceptable for customers to

er bank, digital bank, or non-banking

consider as normal that they experi-

brand. So where are the big banks getting

ence an issue every time they use a

it wrong? The main incentive for a switch

DECEMBER 2018


would be if providers could better meet their needs. As it stands, 20% of SMEs cited trust in the brand as the number one reason for the choice of their current bank, but only 10% and 6% chose digital services and innovation respectively. This highlights how the digital propositions are becoming a necessity to modern businesses, and something that financial institutions that need to take advantage of to encourage switching and further competition in the market.

TECHNOLOGY IS KEY TO UNLOCKING THE SME CUSTOMER BASE While human interaction remains important to some, SMEs are increasingly favouring a technology and dataled approach to banking that removes in-branch interactions. Over half (52.1%) of respondents would value an app that gave them access to all their banking facilities in one place, and more than a third (37%) are comfortable with having little to no human interaction with their business banking interactions. Not innovating purely for innovation’s sake is key - it should be about finding ways you can use technology to find the sweet spot and add real value to your bottom line while delighting customers. w w w.gi ga bi t ma ga z in e. com

57


D I G I TA L D I S R U P T I O N

At Aldermore we did a number of things built on talking to our customers and understanding how they were using things and what they needed. We then developed a number of innovative new services and solutions. These included a customised fixed-rate account which was born of the recognition that, in the context of savings, SMEs were cyclical. They would save money for tax and pay it off every so often… Our product replaced the need for a fixed-rate account over one year so whenever a customer needed money back we’d return it to them on a specific date with a set rate for that time. This allowed customers to maximise 58

their return – it enriched customer experience, and met a need that wasn’t previously ad dressed while increasing our product penetration. Using APIs we developed functionality which, together with a third-party data provider, allowed you to find out the rate being paid on your bank account more easily from Aldermore than your own provider. The widgets let you check your rate and see how much more you could earn from Aldermore. It drove customer engagement and allowed us to improve conversion on the back of it. We used technology and available solutions in a meaningful way. We’re already seeing innovations from high street banks such as Metro who are offering in-app services that allow the blocking of lost DECEMBER 2018

“Not innovating purely for innovation’s sake is key – it should be about finding ways you can use technology to find the sweet spot and add real value to your bottom line while delighting customers”


59

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D I G I TA L D I S R U P T I O N

cards, which previously required a lengthy phone call, or same-day account opening, which eliminates the amount of paperwork that would usually ensue. These tailored digital offerings are typical benefits of Open Banking, and SMEs were found to be 3.6 times more likely to switch to if they understood it. There is some way to go before the full comprehension is there but Open Banking remains a significant force and the sentiment towards it is overwhelmingly positive. 60

WHAT DOES THE FUTURE HOLD? Research shows there’s a big take up by SMEs in online, digital and mobile solutions - much higher than it is for consumers. It’s born of the greater efficiency that brings and the additional value it has to business owners. One of their core needs is in terms of managing processes and cash flow. It’s hard for SMEs, experts in what they do, to suddenly become experts in the financial implications of tax and accountancy while running a business so they often end up with a network of disparate solutions. I learned with Aldermore that integrated solutions delivered through mobile will add value to SMEs and help DECEMBER 2018

“I learned with Aldermore that integrated solutions delivered through mobile will add value to SMEs and help them understand and manage their business. Number one is joining accounting, invoicing and banking”


towards tax - that kind of functionality is incredibly valuable. The other key area lies in providing analysis, insight, forecasting and nudges as to how best to manage cashflow scenarios from a base level aggregated view of your business finances. It comes to life when you start adding guidance and ways to help business owners make better decisions for financial efficiency. While we cannot deny the dominance of established financial institutions in the market, the disruptive presence that challenger banks are already making in the industry shouldn’t be overlooked. While SMEs may be somewhat comfortable now, the reasons to switch accounts to non-traditional banking partners are becoming ever more enticing and compelling. Coupled with the growing recognition amongst SMEs that they should be embracing a financial service that facilitates the innovative them understand and manage their

new propositions that they’re ultimate-

business. Number one is joining accou-

ly looking for, the momentum that

nting, invoicing and banking so when

challenger banks now have won’t be

invoices come in the system books

slowing down soon.

them into your savings account and accountancy package recognising you need to save a contribution w w w.gi ga bi t ma ga z in e. com

61


Covering every angle in the digital age The Business Chief platforms offer insight on the trends influencing C and V-level executives, telling the stories that matter CLICK TO SUBSCRIBE FOR FREE

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T O P 10

64

DECEMBER 2018


Top 1 0 Business tech trends

This article examines the top ten business technology trends of 2018, according to a report by research firm Gartner. These trends will, Gartner believes, reshape the ways in which companies do business in the ensuing decade WRITTEN BY

HARRY MENEAR

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65


T O P 10

CLICK TO WATCH: WHAT IS ‘HONEYPOTTING’?

66

10

Continuous Adaptive Risk and Trust While traditional security techniques, like software ownership and control, and infrastructure and perimeter protection, are struggling more and more in the digital marketplace, unable to ensure accurate detection of threats or to protect against “ behind-the-perimeter insider attacks”, digital businesses are turning to new tools like CARTA to combat attacks. According to Gartner, CARTA (Continuous Adaptive Risk and Trust Assessment) “allows for real-time, risk and trust-based decision making with adaptive responses to security-enable digital business”. Allowing developers a greater role in ‘people-centric’ security is paving the way for new techniques. According to Spanish banking group, BBVA, one such technique is ‘honeypotting’, which uses “tools that … deceive attackers by setting traps that lure them to the system and then neutralize them”.

DECEMBER 2018


CLICK TO WATCH: THE POWER OF ARTIFICIAL INTELLIGENCE

67

09

Event-Driven Technology The ability to recognize, respond to, and capitalize on business events is, according to Gartner, increasingly central to the success of digital businesses. Business events “reflect the discovery of notable states or state changes, such as completion of a purchase order”. By using new Artificial Intelligence and Internet of Things technology, digital businesses can analyse these events in shorter amounts of time, allowing Event-Driven technology to take advantage of the data. Event-Driven technology, according to BBVA, takes the form of “automatic decision making processes within a business, triggered by a series of pre-established events … given a situation ‘x’ in a specific context, systems must be capable of activating ‘y’.”

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T O P 10

CLICK TO WATCH: BLOCKCHAIN EXPLAINED 68

08

Blockchain Don and Alex Tapscott, authors of Blockchain Revolution, describe the software as “an incorruptible digital ledger of economic transactions that can be programmed to record not just financial transactions but virtually everything of value.” This incorruptibility and independence from the individual allows “untrusted parties to exchange commercial transactions”, according to Gartner. While the conversation around blockchain typically centers on finance, the software’s inherent transparency and accountability promises to have “many potential applications in government, healthcare, content distribution, supply chain and more.”

DECEMBER 2018


CLICK TO WATCH: TEDX TALKS – HOW AUGMENTED REALITY WILL CHANGE EDUCATION

69

07

Immersive Experience Virtual, Augmented, and now Mixed Reality technology “are changing the way that people perceive and interact with the digital world”, according to Gartner. Implications range from key shifts in user experience - towards “invisible and immersive” applications - to the possibility, according to BBVA, of attempts to “adapt this technology to specific work environments such as training”. The prevalent public perception of AR and VR is “as exclusively linked to entertainment”, something the release of Google’s and Apple’s new VR and AR releases may change.

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T O P 10

CLICK TO WATCH: ALEXA FOR BUSINESS – EMPOWER YOUR ORGANIZATION TO USE ALEXA 70

06

Conversational Platforms The ability for users to communicate with applications, websites, and devices by using informal, everyday speech is driving “a paradigm shift in which the burden of translating intent shifts from user to computer”, Gartner states. While current conversational platforms can perform relatively complex tasks, containing multiple steps and interacting between different applications, the efficacy of user input often relies on formalised responses, which “is often a frustrating experience”. Gartner predicts conversational platforms’ increasing sophistication and robustness will lead to customers managing “85% of their relationship with an enterprise without talking to a human by 2020”.

DECEMBER 2018


CLICK TO WATCH: FROM THE EDGE TO THE CLOUD

71

05

Edge Computing Gartner describes Edge computing as “a computing model in which information processing and content collection take place near the sources of this information.” This technology is advantageous in comparison to cloud computing - where all information is uploaded to a remote site and then retrieved - because it allows devices to play a role, reducing latency issues. This advantage will be particularly pronounced in systems that heavily utilise IoT technology. Edge and Cloud will not be entirely competitive, according to BBVA: “Edge computing refers to a new topology that places computing processes on the ‘edge’ of the network, closer to connected users or objects. The cloud, on the other hand, is a system

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T O P 10

CLICK TO WATCH: INTRODUCTION TO DIGITAL TWIN: SIMPLE, BUT DETAILED

72

04

Digital Twins Early in the concept’s existence, authors Edward Glaessgen and David Stargel’s analysis of Digital Twins’ role in US military and NASA projects: “A Digital Twin is an integrated multiphysics, multiscale, probabilistic simulation of an as-built vehicle or system that uses the best available physical models, sensor updates, fleet history, etc., to mirror the life of its corresponding flying twin”. The upshot is that a digital twin can cheaply and more effectively represent a real world mechanism or system, with “potentially billions of dollars of savings in maintenance, repair, and operation. According to Gartner, “In the short term, digital twins offer help with asset management, but will eventually offer value in operational efficiency and insights into how products are used and how they can be improved”.

DECEMBER 2018


CLICK TO WATCH: HONDA – SAFE SWARM

73

03

Intelligent Things Designers are using AI and machine learning techniques to improve the ways machines and devices interact with humans and their environments. Honda’s new system, Safe Swarm, usesvehicle-to-vehicle communication, allowing cars to pass information on to other cars in the vicinity. The semi-autonomous nature of intelligent things means “as the technology develops, AI and machine learning will increasingly appear in a variety of objects ranging from smart healthcare equipment to autonomous harvesting robots for farms”, according to Gartner’s report.

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T O P 10

CLICK TO WATCH: INTELLIGENT APPLICATIONS AND ANALYTICS CLOUD PATTERNS 74

02

Intelligent Apps and Analytics Gartner’s report states that in the future, all applications will employ some form of AI or machine learning, operating at a background level in current application categories, while “giving rise to entirely new ones”. AI is becoming the principle ‘battleground’ for the software and service markets. According to BBVA: “these apps have the potential to transform the nature of work in the future, by creating an intermediary between people and systems, as seen in virtual customer assistants.” Gartner’s report also stresses the importance that intelligent applications be used to augment human performance, rather than replace humans entirely.

DECEMBER 2018


CLICK TO WATCH: BBVA – GEOFFREY HINTON

01

Artificial Intelligence Foundation BBVA claims that “by 2025, AI will become the ‘essential’ tool both for redefining customer experience and for reinventing a broad variety of business models”. Currently, Gartner reports that only 41% of organizations surveyed have “already made progress in piloting or adopting AI solutions”, while 59% are still gathering information and formulating strategies. While Gartner’s report acknowledges the potentially far-reaching possibilities of ‘broad’ AI, the report notes that current digital business applications are limited to ‘Narrow’ AI. Narrow AI is an umbrella term for “highly scoped machine-learning solutions that target a specific task”. Gartner vice president, David Cearley, recommends that “enterprises should focus on business results enabled by applications that exploit narrow AI technologies and leave general AI to the researchers and science fiction writers”.

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EVENTS & A S S O C I AT I O N S

The biggest industry events and conferences WRITTEN BY LAURA MULLAN from around the world 08–11 JAN 2019

05–06 DEC

76

CES

[ LAS VEGAS, USA ]

Chief Data & Analytics Officer, Europe 2018

The Consumer Electronics Show (CES)

[ DUBAI, UAE ]

is the world’s gathering place for all

Hospitality Industry Technology Expo-

those who thrive on the business of

sition and Conference (HITEC®) is the

consumer technologies. It has served

world’s largest hospitality technology

as the proving ground for innovators

exposition and conference brand.

and breakthrough technologies for 50

HITEC Dubai 2018, co-produced by

years — the global stage where next-

Hospitality Financial and Technology

generation innovations are introduced

Professionals (HFTP®) and Naseba,

to the marketplace.

will feature 30-plus speakers, 500-plus

Owned and produced by the Consumer

hospitality stakeholders and 50-plus

Technology Association (CTA), it

solution and service providers. The show

attracts the world’s business leaders

will give Middle East buyers currently

and pioneering thinkers.

worth over $75bn, access to global

January’s conference will open with

top solution providers in hospitality

IBM Chairman, President and CEO

market, through a top-notch education

Ginni Rometty delivering an address

program planned by the expert HITEC

to discuss how technologies such as

Dubai Advisory Council, as well as an

AI and quantum, when built on a foun-

exhibition debuting the latest in hospi-

dation of trust and transparency,

tality technology, and a summit with

will drastically change business and

one-to-one business meetings.

society for the better.

Click here to visit website

Click here to visit website

DECEMBER 2018


04–08 MARCH 2019

RSA Conference 2019 25–28 FEB 2019

Mobile World Congress

[ SAN FRANCISCO, USA ] RSA Conference is one of the biggest IT security conferences in the world,

[ BARCELONA, SPAIN ]

with 2019’s main event taking place in

The GSMA Mobile World Congress

San Francisco.

is the world’s largest exhibition for

Attendees can expect to learn about

the mobile industry, incorporating

the latest cybersecurity developments

a thought-leadership conference that

in expert-led sessions, inspiring key-

features prominent executives repre-

notes and in-depth seminars. They

senting mobile operators, device

can also demo innovative products

manufacturers, technology providers,

and solutions, network with infosec

vendors and content owners from

insiders and peers, and help move the

across the world.

industry forward as part of an engaged

Mobile World Congress 2019 will once

and empowered global community.

again take place at its traditional Fira

This year’s theme is ‘Better’. According

Gran Via venue in Barcelona and next

to RSA Conference, this means ‘work-

year will be built around eight core

ing hard to find better solutions. Making

topics: Connectivity, AI, Industry 4.0,

better connections with peers from

Immersive Content, Disruptive Innova-

around the world. And keeping the dig-

tion, Digital Wellness, Digital Trust and

ital world safe so everyone can get on

The Future.

with making the real world a better place’.

Click here to visit website

Click here to visit website

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77


EVENTS & A S S O C I AT I O N S

04–05 MARCH

Gartner Data & Analytics Summit 2019 [ LONDON, UK ] In this world of ambiguity characterized now is the time to lead with purpose and

AI and Big Data Conference

bring clarity through data and analytics

[ LONDON, UK ]

you can rely on and, most importantly,

TheAI & Big Data Conference& Exhibi-

trust. Data and analytics leaders are

tion taking place25-26th April 2019

driving digital transformation, creating

at the Olympia Grand, London and is

monetization opportunities, improving

a showcase of next generation tech-

the customer experience and reshaping

nologies and strategies from the world

industries. We’ll share new strategies,

of Artificial Intelligence & Big Data, an

guidance and best practices to help you

opportunity to explore and discover the

realize your future - a future based on

practical and successful implementa-

data you can trust, agile analytics you

tion of AI & Big Data in driving forward

can rely on, and the clarity needed to

your business in 2019 and beyond.

empower you with the continuous intel-

4 co-located events. 21 conference

ligence and pervasive insights necessary

tracks. 12,000 attendees. 500+ speak-

to excel in the digital economy.

ers. 350+ exhibitors.

Click here to visit website

Click here to visit website

by uncertainty, risk, doubt and fake news, 78

25 APRIL 2019

DECEMBER 2018


MAY 2019

TECHSPO [ NEW YORK, USA ]

JUNE 2019

Digital Banking 2019 [ LONDON, UK]

TECHSPO Technology Expo showcases the next

MoneyLIVE: Digital

generation of technology & innovation; Contextual

Bankingis the leading

Tech, AR, VR, IoT, Wearables, Mobile, Internet, 3D

digital banking confer-

Print & Emerging Technology, Exhibitors have the

ence for innovators

opportunity to show off their companies to consumers,

across the industry.

the highest caliber investors, hordes of press, the

With 11+ hours of content

most sought after talent, and the greatest pool of tech

from 40+ speakers,

enthusiasts looking to celebrate emerging venture.

2018’s event tackled the

Be prepared to be inspired, amazed and educated on

most pressing questions

how these evolving technologies will impact your

facing the banking

business for the better.

industry today.

Click here to visit website

Click to visit website

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79


10 & 11 April RDS Dublin

#DTS19 dublintechsummit.com


CASSIE KOZYRKOV Chief Decision Scientist, Google

DTS19 SPEAKERS

MARTHA LANE FOX Founder, lastminute.com

DOUGLAS TERRIER NASA CTO

JEETENDR SEDHEV New York Times Bestselling Author

MIHAI ALISIE Co-founder, Ethereum


82

ACCENTURE ­— DIGITAL TRANSFORMATION THROUGH INDUSTRY X.0 WRIT TEN BY

TIL A K MITR A

PRODUCED BY

ANDY TURNER

DECEMBER 2018


NORTH AMERICA

83

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ACCENTURE

ACCENTURE IS CHANGING THE DIGITAL LANDSCAPE WITH INDUSTRY X.0; A FRAMEWORK THAT UNDERPINS THE DIGITAL REINVENTION OF INDUSTRY, THROUGH WHICH ORGANIZATIONS LEVERAGE ADVANCED DIGITAL TECHNOLOGIES TO TRANSFORM THEIR CORE BUSINESS OPERATIONS…

T

hese are unprecedented and exciting times, an era in which the very fabric of human living is being reimagined and redefined every day by the

ways in which humans now get to interact with the ‘things’ 84

around them. The ‘things’ have been injected with life; life in the form of software-defined intelligence that can not only make the things ‘think’ and act smartly, but also connect and collaborate with other things and more importantly, with humans. Our social network is not just defined by our friends and relatives any more – there is a new class of friends, in the form of the ‘living things’ all around us. Connectedness has been redefined – it is not only confined to just the 7bn+ humans anymore but is extended to include the 8bn+ ‘smart and living things’ that exist today. Coexistence with smart living things has evolved into embodied cognition – our smartphones and cars are extensions of our character and profile and they seamlessly transfer the extensions when moving away from one and entering into the space of the other. The rate at which things are getting smarter and connected is staggering. Gartner projects there will be in excess of 20bn smart DECEMBER 2018


NORTH AMERICA

85

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ACCENTURE

and connected things by 2020. There

centered worker and end-user experi-

has to be a structured and methodical

ences, and ultimately to drive innovation

approach to manage this exponential

and growth. New levels of operational

growth of our connected ecosystem

efficiencies are harnessed – in the core

such that the inclusion of the new class

business operations of research and

of ‘smart and living things’ into day-to-

development (R&D), engineering,

day life, is focused on increasing human

product design and manufacturing,

productivity and efficiency, and ultimate-

by leveraging advanced sensors and

ly improving our lifestyle. A framework

networks, and by embedding software-

is imperative to making this connected

enabled intelligence into integrated

ecosystem work for us.

products and services. Workers and

At Accenture, Industry X.0 is defined 86

customer experiences are reimagined

as such a framework that underpins

and redesigned through immersive

the digital reinvention of the industries,

and AR/VR technologies. Innovation

through which organizations leverage

and growth is accelerated – new

advanced digital technologies to

business models are formulated and

transform their core business opera-

revenue streams generated by unlock-

tions in order to reimagine human-

ing and harnessing the value trapped inside the ecosystem that is developed through connectedness. One of the fundamental philosophies of Industry X.0 is to transform the core business systems and processes. By introducing modern architecture patterns and principles, legacy systems can be modularized and modernized which then opens opportunities to

Accenture Industry X.0 experts spent the day talking to visitors about real use cases with industry examples at ITAP 2018

DECEMBER 2018

introduce digital technologies into legacy systems. The digital technologies (e.g. microservices, analytics and immersive


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CLICK TO WATCH : ‘ACCENTURE — REINVENT POSSIBILITY WITH INDUSTRY X.0’ 87 user experiences) introduce layers of

1. Transform the core – invest in

utilities that unlock the trapped value

digitization along with horizontal

from such systems and processes.

and vertical integration of enterprise

The value realization and operational

systems in core business operations

efficiency gains naturally lead to more

around R&D, product engineering &

viable cost economics. The savings

design, and manufacturing operations.

obtained can be subsequently appor-

2. Focus on experiences and

tioned to invest in rotating the business

outcomes – shift the business strategy,

strategy and innovation to the ‘new’ –

innovation focus, and core competency

an absolute imperative to sustain and

away from product centricity and into

thrive amidst the systematic digital

a needs-first true experiential platform.

transformation of everything. To

3. Rearchitect the ecosystem – to

consolidate, there are six foundational

identify, assemble and liaise with the

capabilities that should underpin the

right ecosystem partners to drive

digital business strategy to systemati-

innovation and differentiated capabilities.

cally rotate to a new digital business:

4. Innovate new business models – w w w.gi ga bi t ma ga z in e. com


MindSphere lets you speak with the Internet of Things Every machine holds a wealth of data. MindSphere – the cloud-based, open IoT operating system – leverages this data and makes it available for advanced analytics.

siemens.com/mindsphere


Siemens’ MindSphere: Empowering the Industrial IoT revolution and digital enterprise Industry 4.0 is here

End-to-end digital twin

Around the globe, industries are searching for new ways to optimize operations, improve products, increase sales, and reduce costs and risk. Automation, digitalization and the adoption of the Industrial Internet of Things (IIoT) are key requirements for companies that are embracing Industry 4.0, as they seek to lower costs, drive new efficiencies, and find new business opportunities.

The ability to simulate, predict and optimize products, processes, and services before investing and deploying is now a reality with performance data and insights from MindSphere. Creating digital replicas of physical assets, processes and systems, by using data from multiple sources, allows near-real-time representation of how IIoT devices operate throughout their lifecycle.

During the race toward IIoT, however, some have struggled to unify disparate assets that lack standards or a universal method of connection. Enterprises are faced with proprietary and legacy applications, on-premises infrastructure, and piecemeal solutions that can be barriers to transforming and reinventing their business.

With Siemens’ portfolio of solutions to deliver a complete end-to-end digital twin, rapid and efficient prototyping and accurate modeling empower closed-loop feedback and continuous optimization of new products, production, and performance—at minimal cost.

Enter MindSphere MindSphere is a cloud-based, open IoT operating system developed by Siemens, that enables industries to easily connect machines, devices, and physical infrastructure to the digital world. With extensive device and enterprise connectivity, MindSphere enables powerful industry solutions with advanced analytics, as well as complete digital twin methodologies and tools throughout the value chain.

Transforming big data into smart data The MindSphere operating system allows you to quickly connect, bring data into our operating system, and then build applications that can turn that data into business value.

“The MindSphere team at Siemens is very excited to be working with Accenture as a MindSphere Platinum Partner. The Accenture Industry X.O vision fits perfectly with the transformative business opportunities of introducing Siemens’ MindSphere IoT operating system into client environments. Partnering with Accenture gives Siemens the ability to leverage MindSphere with Accenture’s outstanding integration abilities and deep industry knowledge, to help enable our clients’ digital transformation journeys.” Paul Kaeley Senior Vice President Global Partner Ecosystem Siemens PLM Software

Applications

Accelerate digital transformation With an end-to-end IIoT digitalization approach you gain: – – – – –

End-to-end IoT security Managed service platform Extensive connectivity options Open platform-as-a-service Multiple IaaS in public, private, hybrid cloud and on-premises – Advanced analytics – Global scalability

MindSphere Connect

Companies connecting physical assets and IT systems to the digital world are already reaping the benefits, sharpening their competitive edge, and realizing greater performance and profitability. It’s never too late to begin or accelerate your digital transformation journey, and MindSphere can help you harness a new world of IIoT potential.

siemens.com/mindsphere mindsphere.io/partner Note: MindSphere is a registered trademark of Siemens AG.


ACCENTURE

by offering consumer experiences,

more than a moment; what is 4.0 today

leveraging industrial consumerism

is quickly going to progress to 5.0, to

patterns to disintermediate and reach

then 6.0, and counting. The framework

the end consumers, while innovating

for digital transformations hence needs

new revenue streams and models.

to be constantly assessed, analyzed

5. Build the workforce – in a commensurate capacity by new skilling, re-skilling, and upskilling the next generation talent. 6. Manage the wise pivot – balance the investment, workforce, and funds

90

“THE ESSENCE OF INDUSTRY 4.0 IS BASED PRIMARILY ON HARNESSING OPERATIONAL EFFICIENCIES IN MANUFACTURING OPERATIONS”

and refreshed to take advantage of the rapid advancements. Secondly, it is important to acknowledge that the essence of Industry 4.0 is based primarily on harnessing operational efficiencies in manufacturing operations by leveraging technology to increase the Overall Equipment Effectiveness (OEE) which is typically defined as the product of Availability,

— Tilak Mitra, CTO Industrial, Managing Director, Accenture

Productivity and Quality metrics.

allocation between transforming the

increasingly favoring innovation around

core and rotating to the new.

the generation of new revenue streams

The term X.0, in Industry X.0, is neither

However, digital transformation is truly much more than just the operational efficiency gains. Business value is

that is not only driven by innovative

coined in error, nor it is a misrepresen-

As-A-Service business models but

tation of 4.0 (as in Industry 4.0): it has

also through hyper personalization of

a purpose and rationale. To begin with,

consumerism that is driving micro

the term X.0 is in recognition and

segmentation and hence an exponen-

acknowledgement of the fact that digital

tial expansion of the addressable

technologies are advancing at such

consumer base. Industry X.0 addresses

a rapid pace that the technology staging

not only the cost economics driven by

posts can no longer be pinned down for

traditional operational efficiencies of

DECEMBER 2018


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Industry 4.0 but also the generation of

tions are only possible when they are

new consumer centric business models

not just episodic in nature, but strongly

and hence new revenue streams.

encouraged by their inculcation into the

X.0 signifies the exponential pace of

fabric of the enterprise. At Accenture,

progression in digitization.

Industry X.0 is one of the firm’s strategic

Digital transformations are technology enabled but business led. Bold innova-

growth areas and has aligned focus, investment, capabilities and expertise

E X E C U T I V E P R OF IL E

Tilak Mitra is the CTO of Industrial Manufacturing applied to the broad industry sector of Industrial. In his role, Tilak develops and drives global thought leadership and innovation around digital transformations, for Accenture’s truly world-class capabilities, solutions, and offerings, in Industrial and Industry X.0. He is responsible for combining his technology expertise and foresight with deep industry domain knowledge, in Automotive, Industrial Equipment, EPC and Freight & Logistics, to develop truly transformative solutions for a diverse set of clients. He also scales true lateral innovation by leveraging and combining his experience, insights and successes in adjacent industries like Oil & Gas, Chemicals & Petroleum, Aerospace and Electronics. Tilak is a master at abstracting and packaging deep technology landscapes into true business drivers, value propositions, and business models, and empower the C-suite to shape and drive their organization’s next generation transformations and innovations. He is also a prolific writer, having authored and co-authored three books and many journal publications. He blogs his ideas, thoughts and vision and firmly believes in scaled information sharing. w w w.gi ga bi t ma ga z in e. com

91


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© 2018 SAP SE or an SAP affiliate company. All rights reserved.


THE QUEST TO CONNECT DIGITALLY TO PERFECT REALITY. In a world fraught with economic, political and social uncertainty from tariffs to trade, regime changes and civil unrest to an increasing social influence on markets, businesses must reinvent themselves to stay competitive and survive. These pressures and those brought forth by the digital economy is turning industries upside down. Companies are relying heavily on the formation of highly agile supply chains to quickly capitalize on new opportunities and to break down old barriers. B:303 mm T:297 mm S:291 mm

Companies of all kinds are moving into industry sectors and markets previously shut off to them and competing for market share in completely new ways.

The days of mass production are yielding to customer expectations for mass customization as companies move away from a wholesale model to a more customer centric approach. Intelligence in the supply chain with smart products that can sense consumption and predict replacement needs are becoming the norm and customers are making purchase decisions based on an entirely new basis. Companies are expected to tailor their products to the unique needs of their customers in a highly variable configuration and fluctuating demand environment. And, on top of that, they expect this to be done at low cost, with the highest measure of quality, delivered in record time! A few years ago, in a meeting at Nike, I was witness to the marketing team announcing their intent to provide a uniquely designed shoe for every consumer. The supply chain,

design and manufacturing representatives were looking uncomfortable to say the least. How could they support such a seemingly crazy idea? Yet, they did it by creatively redefining and digitizing their supply chain processes from initial design definition to manufacturing and logistics. By taking advantage of this, my son, who is an aspiring MLB player now wears fully customized cleats bought for a mere 15% premium and delivered within a two-week window – an amazing “feet”. At SAP, we are helping our customers adapt to the ever-increasing demands of the digital economy by connecting their processes digitally across the entire supply chain. This enables a digital supply chain that transitions their go to market approach from cost savings and efficiency to a strategy that drives competitiveness and differentiation. We call this initiative Connect Digitally to Perfect Reality and while the subject touches on so many aspects of a company’s business, it ultimately gives the customer the perfect reality of their requirements – the perfect baseball cleats. Robert Merlo VP Marketing SAP Digital Supply Chain


ACCENTURE

“THERE IS AN X FACTOR IN ACCENTURE’S INDUSTRY X.0 THAT CONTINUES TO DIFFERENTIATE OUR CLIENTS AS THEY INITIATE, ACCELERATE, INDUSTRIALIZE, AND VALUE REALIZE THEIR DIGITAL TRANSFORMATION JOURNEYS”

94

strategy from building products to delivering outcomes through digital services and human-centered experiences around the physical product or an ecosystem of products – there is a palpable shift in strategic innovation away from product centricity to building true experiential platforms. Connected Products has a pathway that typically follows the progression from Products, to Products & Services, to Products

— Tilak Mitra, CTO Industrial, Managing Director, Accenture

& Differentiated Services, and ultimately

to be commensurate with the industry

potentially more exponential, uptake

direction and demands. Accenture

path. While the first wave of maturity of

continuously refreshes, refines and

connected products enhances products

leverages the Industry X.0 framework

and the spare parts sales, the second

to not only help its clients build a strategic

wave of Products & Services introduces

business case and roadmap for digital

value through offering customized

transformation but also help them

after-sales plans and hence increased

initiate, prototype, demonstrate value,

customer touchpoints and engagements.

and then industrialize and sustain their

Products & Differentiated Services

digital journey.

opens channels for upselling more

Innovation in Industry X.0 broadly

to Products As A Service. The benefits and value realization follow a similar, but

premium services fostered by increased

touches the disciplines of Connected

maturity and sophistication of the

Products, Connected Operations,

product and its overall performance.

Connected Worker and the Connected

Products As A Service opens entirely

Enterprise. Across all the disciplines

new opportunities for different economic

there is a resonating shift in business

models like risk-and-reward based

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CLICK TO WATCH : ‘WEF 18 — ACCENTURE — INDUSTRY X.0: DIGITAL REINVENTION OF INDUSTRY’ 95 revenue sharing, ‘pay for what you

transformations resulting in:

consume’, as well as other innovative

1. Autonomous robots – which

consumption-based payment models.

are enabling smart, connected and

The value progression not only increases

intelligent machines to collaborate

the number of touchpoints along the

alongside humans in transforming

consumer’s interaction with the product

business processes.

but also increases the addressable

2. Horizontal and vertical integra-

customer base. It is the layers of utility

tion – of the enterprise and business

that are innovatively engineered into

ecosystems (think of partners and

the connected product that fosters the

suppliers) to develop real-time integrat-

exponential uptake; a few of which go

ed views of data and networks across

on to disrupt the market.

the value chain.

From a technology standpoint,

3. AR/VR – that is reimaging

a set of digital technologies are settling

assisted diagnostics, support and

down to form the foundation of digital

maintenance. w w w.gi ga bi t ma ga z in e. com


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4. Additive manufacturing – where technologies like 3D (and most recently 4D) printing are used for production of small batches of highly customized and programmable products. 5. Cloud – that has helped in commoditizing the compute, storage and network consumption among other well-known advantages of scale and the sharing economy. 6. Simulation – providing the ability to digitally simulate entire production assembly lines for rapid prototyping and innovation before even the

from the cyber threat vectors that

physical construction has started.

are continuously on the rise as more

Think digital twins!

systems gets interconnected.

7. Big Data & Analytics – that is truly

The Industry X.0 framework fosters

enabling massive scale data processing

the convergence of both strategy-led

and insight generation targeted at

as well as technology-led initiatives

timely decision making across the key

with the methodical and systematic

business processes.

focus of helping organizations formu-

8. IIoT – i.e. the Industrial Internet

late an innovation driven strategy and

of Things that is enabling the infusion

pathway for digital transformation that

of intelligence into products, process-

is underpinned by both quantitative

es, and services that communicate

and qualitative business value.

with each other and humans over a global network.

An example of a qualitative lever is a business strategy around industrial

9. Cybersecurity – ensuring that

consumerism. For example, the essential

the enterprise assets, both physical

philosophies of industrial consumerism

and IT infrastructure, are truly secured

are based on the tenets that: w w w.gi ga bi t ma ga z in e. com

97


ACCENTURE

“IT IS IMPORTANT TO DEVELOP PRODUCTS WITH A MINDSET THAT IS NOT PRODUCT FIRST BUT INSTEAD IS DRIVEN BY VALUEDRIVEN END-USER EXPERIENCES” — Tilak Mitra, CTO Industrial, Managing Director, Accenture

1. The loci of power have shifted out 98

is more collaborative, and ultimately more co-creative, than the current consumption driven mindset. Innovations that are driven by such mindsets are proven to open up new opportunities and hence revenue streams. Examples of quantitative value levers are often use-case driven. In boosting operational efficiencies, untapped or unrealized value is more often than not related to availability,

of the organizations and into the hands

productivity and quality of not only

of the consumer. The ubiquity of choices

the operational processes but also of

is leading consumers down the path of

the final product that is built. Some

intolerance to anything that is medio-

of the use cases seen as very common

cre; they have multiple choices to shift

across a wide diversity of industries

to other brands.

are around:

2. Since the choice and control are now in the hands of the consumers, it is important to develop products with a mindset that is not product first but instead is driven by value-driven end-user experiences. This will be

• Optimized asset utilization. • Asset downtime prediction and reduction. • Production throughput and yield optimization. • Reduction of total maintenance

imperative for some organizations, e.g.

cost – proactive reduction of

industrial manufacturers and retailers,

repair and fix cycles.

so as to leverage the increased number

• Early detection and

of consumer touch points (with the

mitigation of operator related

connected products) and convert them

productivity losses.

favorably into a consumer behavior that DECEMBER 2018

• End to end supply chain visibility.


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• Q uality early warning on both process and product quality parameters. Another dimension of quantitative value lever is delivered through executing on laser focused initiatives targeted at cost take outs across the various operating business units. Applying the proven framework of Zero-Based Budgeting (ZBB) into manufacturing processes and operations has proven dividends on significant cost take outs. Accenture uses the framework called ZBx where it applies its uniquely tailored techniques of Zero-Based budgeting to spend (ZBs), to supply chain (ZBSC), among other pertinent dimensions. Applying ZeroBased Spend (ZBs) and Zero-Based Supply Chain (ZBSC) techniques and methods to the Cost of Goods Sold (COGS) brings a unique dimension to optimizing operational efficiencies in manufacturing and is leveraged as a part of the Industry X.0 framework. In order to make Industry X.0 real for our clients, it is important to have an implementation and execution engine – one of Accenture’s flagship differentiators in Industry X.0, as it pertains to w w w.gi ga bi t ma ga z in e. com

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the implementation of digital transformations, is called the Digital Services Factory (DSF). DSF is an execution framework that packages a continuously refreshed set of processes, tools, skills, advanced digital technologies and operating models that are carefully designed and packaged to accelerate the clients’ digital transformation journeys. The primary challenge it addresses is time to market – not only does it takes an enormous effort to bring innovation to market but also some laser focused discipline to pivot on a shifted business

“A VISIT TO ONE OF THE ACCENTURE INNOVATION CENTERS IS OFTEN A STEPPING STONE TO SHOWCASE THE ART OF THE POSSIBLE IN ADVANCED DIGITAL TECHNOLOGIES AND INDUCE CONVERGENT THINKING TO FORMULATE OUR CLIENT’S DIGITAL AGENDA” — Tilak Mitra, CTO Industrial, Managing Director, Accenture

strategy, thinking, and core competency

with the client, bringing in not only the

that is away from a products-first and into

best capabilities of Accenture, but also

a needs-first, outcome-driven innovation

that of the ecosystem’s partners and

model. DSF works by offering an end-

alliances, to collaborate and co-create

to-end innovation service: from ideation

along with the client’s best minds. The

to prototyping, industrializing, scaling,

customized outcomes are then quite

and finally operating the digital business

easily fabricated into the client’s unique

– a combination that is hard to aggre-

ecosystem. Clients are encouraged to

gate and harmonize. The framework is

first try using the execution engine

customized to suit every client’s unique

before they buy fully into it. Once used

requirements as well as their current

and implemented, and once the value

maturity vis-à-vis their desired state in

realization benefits are obtained through

their digital transformation journey. One

DSF, the clients gain an innovation

of the core principles of using the DSF

engine and a well-established factory

is that it is executed as a joint venture

for building, hardening, and offering w w w.gi ga bi t ma ga z in e. com

101


ACCENTURE

“NOTHING SUCCEEDS LIKE SUCCESS AND LEVERAGING THE INDUSTRY X.0 FRAMEWORK FOR DIFFERENTIATED ADVANTAGES – OF INNOVATION, AGILITY, AND TIME TO VALUE, IS NO DIFFERENT!” 102

— Tilak Mitra, CTO Industrial, Managing Director, Accenture

digital services to their end customers.

of innovation, agility and time to value

There are way too many organizations

– is no different. Although there is

who have already dipped their feet

a significantly growing number of case

into innovation through a series of

studies that exemplifies the true value

prototypes and proof-of-concepts.

of leveraging the Industry X.0 frame-

However, and as is often seen, it is not

work, two which best illustrate this are

until the time comes to industrialize

Schneider Electric and Biesse Group.

a service or a product or an offering that the true value of DSF comes to

SCHNEIDER ELECTRIC

the advantage – in terms of scaling an

Schneider Electric is a French multina-

innovation fast and accelerating an

tional corporation that specializes in

offering to market, DSF is the answer.

energy management and automation

Nothing succeeds like success,

solutions spanning hardware, software

and leveraging the Industry X.0 frame-

and services. Schneider wanted an

work for differentiated advantages –

asset monitoring solution to monitor

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and together they developed and piloted their digital transformation program leveraging the DSF. By collecting data and applying AI and deep learning algorithms, Accenture helped to not only develop and industrialize the service offering but also an operating model to operate it at scale. The service offering helped to not only prevent critical asset failure but also prevent power grid downtime. The true value came when Schneider Electric realized its time horizons from ideation to field enablement were cut from its typical three-year timelines down to the heat and humidity of its electrical

a whopping eight-month cycle. The

distribution assets. They wanted to use

true power of Industry X.0 and DSF

small wireless thermal sensor technol-

was realized.

ogy for sensing, coupled with the LORA wireless protocol for communication.

BIESSE GROUP

Monitoring the heat signature of its

Biesse Group is a global leader in

critical assets is extremely important

technologies for processing wood,

to Schneider not only to extend their

glass, stone, plastic and metal. It

lifetime but also from a safety stand-

designs, manufactures and distributes

point. This was a very important

machines, integrated systems and

program for Schneider – important

software for manufacturers of furniture,

enough that it could not wait for their

door/window frames and components

typical three-year timelines to take an

for the construction, shipbuilding and

innovation from ideation to the field.

aerospace industries. Based on

Schneider teamed up with Accenture

customer research and the company’s w w w.gi ga bi t ma ga z in e. com

103


ACCENTURE

strategy to develop true experiential

using the Accenture Connected

platforms with new digital capabilities,

Platforms as a Service (CPaaS) IoT

Biesse Group wanted to improve

platform deployed on Microsoft Azure.

operational efficiencies, reduce costs

104

The platform’s flexible architecture

and open up new revenue streams

and preconfigured IoT services enabled

such as machine usage analysis and

the team to reduce the overall program

production process optimization, much

complexity and duration using pre-built

beyond just machinery production.

and pre-configured architectures,

As part of the roadmap, Biesse Group

technologies and APIs. This enabled

customers would be able to choose

Biesse Group to start piloting a solution

from different subscription levels that

to clients in only five months. The solution

offer an extensive range of features

was piloted across eight machines at

from remote diagnostics, warnings and

a subset of customers with services

alerts to more sophisticated production

like preventive maintenance alerts,

process optimization capabilities that

machine management and manufac-

help improve overall business produc-

turing events analysis. The pilot helped

tivity and customer satisfaction. They

Biesse improve customer service and

collaborated with Accenture to build the

loyalty, reduce warranty and mainte-

business case, an operating model, and

nance costs and obtain real-time

a cloud-based pilot and roadmap, for

customer data and alerts. The insights

a connected asset management solution

from the field helped Biesse to improve product development, adding features that would be beneficial to the customer. These insights also enabled the company to develop closer customer relationships by providing suggestions on how to get the most productivity and efficiencies from its machines. For customers, the flexible menu of services helps to improve machine productivity and

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105 customer satisfaction by minimizing

continuous exploration, looking for new

machine outages through predictive

breakthrough thinking and adopting

maintenance and in-depth analytics.

a culture that fosters an innovation

Based on the pilot’s success, the Beisse

engine. In order to keep up, the rate of

Group planned to roll out services

innovation must also be exponential.

encompassing 20,000 machines; the

Organizations need to be bold enough

progression from pilot to industrializa-

to encourage continuous exploration of

tion and accelerated scale out is where

innovative ideas to stay relevant in the

the value of leveraging the DSF execu-

digitally disruptive market. Business

tion framework became paramount.

leaders must not only embrace but also

To reiterate, it is important to acknowl-

foster a business culture that encour-

edge that true innovation cannot be

ages bold innovations. At Accenture it is

sustained through episodic attempts.

seen as important for even the smartest

Innovation should be a continuum,

of business and technology leaders to

embracing an embedded fabric of

get away from their daily business w w w.gi ga bi t ma ga z in e. com


ACCENTURE

routine; quite frequently the best ideas are triggered when leaders and executives are taken out of their daily grind and immersed into an environment that not only fosters high impact disruptive thinking but also provides an opportunity to experience the art

106

“ACCENTURE BELIEVES IN BRINGING ITS CLIENTS INTO ITS GLOBAL INNOVATION CENTERS THAT ARE TRUE SHOWCASES OF DIGITAL TRANSFORMATIONS IN THE FIELD OF INDUSTRY X.0!” — Tilak Mitra, CTO Industrial, Managing Director, Accenture

$34bn Approximate revenue

Dublin Company HQ

449,000

Approximate number of employees

relevance. While some demonstrations focus on operational efficiency gains some others demonstrate the art of

of the possible that may be applicable

the possible in hyper personalization,

to their business.

industrial consumerism and generating

Accenture believes in bringing its

new revenue streams. Client leaders

clients into its global innovation centers

brought into such centers are allowed

that are true showcases of digital

to explore the true art of the possible

transformations in the field of Industry

in technology-led digital disruptions.

X.0. These innovation centers are set up

This induces their creative ideas as they

in true manufacturing like facilities that

get to touch, feel, and play around with

showcase a diverse display of advanced

the solutions on display. More often

digital technologies with industry

than not, there is at least one solution

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and make their own. Seeding innovation through such client visits at Accenture’s Innovation Centers have shown startling results for clients and continues to be one of the key innovation entry points for Industry X.0. One of the most recent additions is the Detroit IIoT Innovation Center that was opened earlier this year. Clients are highly encouraged to come visit one of the centers and experience how Accenture can truly help them in their digital transformation journey. Industry X.0 is truly transformative and is one of the strategic areas of priority as Accenture aligns itself to client needs, demands and expectations. In the current era of digital industrialization, it is Accenture’s idea that sparks their interest; clients

structured, systematic, and outcome-

are encouraged to explore further. In

driven way of encouraging its clients

the subsequent session client leaders

to approach us with a problem or an

are taken through a very focused design

idea, and take away with them an

thinking workshop, organized at the

innovation that helps them accelerate

Innovation Center, that is facilitated by

to market and get into a position of

a highly trained and specialized team,

competitive differentiation.

and in which the areas of interest are

There is an ‘X factor’ in Accenture’s

aligned to their own business process-

Industry X.0. Come and experience it to

es. The outcome of such a few hours of

drive differentiation for your business.

high-octane workshops results in the ideation of the most innovative ideas that our client leaders get to take away w w w.gi ga bi t ma ga z in e. com

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108

CUSTOMER CENTRICITY IS KEY TO ROSS VIDEO’S PERFORMANCE TRANSFORMATION WRIT TEN BY

ANDRE W WOODS PRODUCED BY

ARRON R A MPLING


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ROSS VIDEO

Broadcast media company Ross Video has an extensive procurement department that delivers end-to-end services to a global client base… We speak to Bill Pulcine, Vice President of Supply Chain Management, to find out more 110

T

he supply chain organization at live production equipment manufacturer Ross Video is

“laser-focused on meeting the needs of our customers”, according to Bill Pulcine, Vice President of Supply Chain Management. “I think the fact that we’ve grown about 500% over the last 12 years, and have been able to integrate other manufacturing facilities from around the world into Ross Video’s Canadian manufacturing location, is an exciting and compelling story.” In the electronics world, it’s increasingly rare to find companies that do a substantial

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Ross Video’s manufacturing facility in Iroquois, Ontario, Canada 111 amount of their own build. Subcontracting and offshoring have been constant trends in the electronics industry for the past two decades. Ross Video, however, bucks that trend. “The reason the Ross model still works so well,” says Pulcine, “is that we’re very high mix, low volume across a mixed model of manufacturing disciplines. Having our own shop allows us to be vertically integrated and also gives us the crucial ability to have direct control of quality.” Ross Video sells solutions in the broader sense and from a manufacturing angle offers a huge range of equipment to broadcasters, stadiums and arenas, as well as other vertical markets.

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NKK Switches (NKK) is a world leading designer and manufacturer of innovative electromechanical switches. By designing, producing and selling the industry’s most extensive selection of electromechanical switches, NKK sets the standard for quality, stability and reliability in switch solutions. NKK provides comprehensive full-service solutions to include system design, programming and value-added support by combining over 65 years of expertise and a true commitment to our partners’ success.


ROSS VIDEO

SUPPLY CHAIN STRATEGY Ross Video started life in Montreal back in 1974 and soon after established a manufacturing base in Iroquois, Ontario, Canada. As the televisual and media landscape changed, Ross and its procurement space moved with it. “It’s an interesting market. I think part of the reason we’re successful and have been able to have this dynamic manufacturing setup here is that we service a quite specific market,” says Pulcine. “It’s not consumer goods. Scale is a very popular term these days but it 114

is not always the biggest concern when you are making very high-value, application-specific products. We’re not selling a billion units, and what we do make is highly variable. Approximately 45% of our business is essentially driven by printed circuit board assembly (PCBA), and we manufacture roughly 300 different PCBAs. There’s also a large amount of mechanical assembly and server-based products where melting solder isn’t a significant element. In a recent 12-month period we shipped over 2,000 different products on over 7,400 different orders to over 3,500 different end users in 98 different countries. To put DECEMBER 2018


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CLICK TO WATCH : ‘ROSS END-TO-END VIRTUAL PRODUCTIONS WORKFLOW DEMONSTRATION’ 115 that in perspective, Apple currently makes about 27 products,” he adds. “You can’t run a business like this without a skilled and dedicated team. We have a very experienced group here that knows and understands both the specifics of Ross Video’s business needs and the requirements and dynamics of the electronics manufacturing industry in a broader sense.” There are three main categories of inputs that Ross Video procures. According to Pulcine, a lot of parts are built to a required

The Ross Video Supply Chain Management Team

specification or drawing. “Mechanical pieces such as those used in our robotics w w w.gi ga bi t ma ga z in e. com


SMITH DELIVERS MORE. Whether you need a reliable supply of scarce components or a solution for long-term inventory management, Smith will meet your unique needs with customized support. The best sourcing and above-and-beyond service - it’s all part of the package.

www.smithweb.com


F

ounded in 1984, Smith sources, manages, and distributes the electronic components that go into everything from mobile phones and computers to appliances and directional drilling systems. In 16 cities around the world, from Silicon Valley to Seoul, Smith’s legion of employees communicates in 50 different languages and dialects and buys and sells components 24 hours per day, with global annual sales exceeding $1.5 billion. Smith is always moving: helping manufacturers navigate market shifts; customizing supply chain solutions; testing components using cutting-edge technology. With testing and logistics hubs in Houston, Hong Kong, and Amsterdam, Smith’s processes focus on critical issues, from quality management to counterfeit prevention and environmental safety. Smith’s operations, purchasing, and sales worldwide are seamlessly integrated with the company’s global IT infrastructure, offering real-time inventory and logistics visibility anywhere in the world.

Smith is the leading independent distributor of electronic components and ranks number eight among all global distributors. Smith’s Intelligent Distribution™ model adapts to ever-changing demands by providing reliable global electronics sourcing and logistics, regardless of distribution channel or locale.


ROSS VIDEO

products, or the bare-boards that are used in printed circuit board assembly, are our designs. We own them and there’s competition for our business from around the world. These items are built to print, and reflect the diversity of the finished products we sell. Once again, it’s high mix, low volume for these suppliers.” On the other side of the coin, Pulcine and his team are buying other people’s designs, such as semiconductors and interconnect components. “We use the 118

famous names that people who know electronics would recognize; the same manufacturers are found in telecommunications products, computing and

Left to Right: Sandra Miller; Stockroom, Jamie Lake; Purchasing, Melanie Talia; Quality and Materials, Bill Pulcine, Deborah Dougherty; Export Compliance, Logistics, Order Entry, Order Management, Brad Somers, Master Scheduling/Planning

so on. In total, we are using over 5,000 different components from over 500 different manufacturers across our

electronic component manufacturers

current portfolio. These numbers have

who will sell direct to us, but they’re

doubled over the last six years as Ross

largely the exception. It’s a complex

Video’s product offerings have expanded.

ecosystem, really.” Ross Video uses

Most of the manufacturing suppliers

many distribution companies including

involved do not sell direct to compa-

NF Smith & Associates which operates

nies like Ross, but sell via a layer of

out of Houston. NF Smith deals in a

distribution. Ross uses a combination

massive line of electronic components.

of the largest international electronics

Finally, Ross has a multitude of OEM

distributors and smaller niche players,

agreements in place. “Given the

where appropriate. There are some

diverse needs of our customer base, it

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119

doesn’t always make sense to design

solutions derived from hundreds of

and build every element ourselves,”

individual cards from dozens of

says Pulcine. Ross has taken the OEM

companies. This cooperative effort

model a step further with its Emmy®

gives users best of breed product and

award winning openGear® platform,

budget options, all while ensuring

part of the Infrastructure product line.

common control and monitoring within

openGear is the industry standard

the Ross DashBoard ecosystem.

platform of choice for modular signal

Pulcine elaborates; “This means that

processing equipment. As the world’s

openGear partner companies can

first modular platform open to other

design and sell products (PCBA’s) that

manufacturers, openGear provides

work in the Ross openGear frame. This w w w.gi ga bi t ma ga z in e. com


ROSS VIDEO

is unique. Competitors in this vertical

That’s a good partnership because we

typically deliver solutions that are

don’t own that design. We don’t own

exclusive to their products. You can’t

that technology. We’re not capable of

put anyone else’s product in their frame.

making these switches – nor do we

The Ross openGear solution gives the

want to be – but we worked very closely

customer a lot more choice and allows

with the manufacturer to develop the

the platform to evolve rapidly”.

product that meets our needs.”

Ross works closely with other com-

As technology evolves, so does the

panies to develop the elements

company’s procurement strategy. “If

required to realize its product vision.

we’re using company X’s semiconduc-

CEO David Ross has worked extensively

tors, and then company Y comes out

with NKK to develop componentry for

with a better one, and we’re in a design

Ross products. “NKK is a Japanese

cycle where we can pick up the better

firm that develops control switches

one, we’re going to do it. It doesn’t

120 – the human interface into our flagship product line of production switchers.

An Acuity A3M switcher, part of Ross’ flagship Acuity line, features switches that Ross helped develop with NKK

DECEMBER 2018

mean that you end the relationship and never go back, because a lot of these


NORTH AMERICA

technology companies leapfrog each other. Their positions might change every six months to a year. There’s certainly a balancing act in trying to make the supply chain better on all fronts. Sometimes that means introducing new competitive elements to the situation. You might be reasonably happy with your supplier or suppliers, but that shouldn’t stop you from pushing to see how the situation might be improved. That may mean looking at competitors. We certainly value our suppliers and give them every opportunity to compete and maintain their business, but not in a laissez-faire way. We need to do this to be competitive and to drive value for our customers.”

GROWTH THROUGH ACQUISITION Ross Video has experienced rapid growth through the strategic acquisition of other companies and this directly affects the procurement function. “We have never acquired a company that was more than 10% our size,” Pulcine explains. “That said, we have made many strategic acquisitions that really changed Ross. We quickly went from two product lines to twelve. Buying up these other companies has

“It’s an interesting market. I think part of the reason we’re successful and have been able to have this dynamic manufacturing setup here is that we service a somewhat limited market” — Bill Pulcine, Vice President of Supply Chain Management, Ross Video LTD

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ROSS VIDEO

CLICK TO WATCH : ‘ROSS XPRESSION REAL-TIME MOTION GRAPHICS OVERVIEW’ 122 expanded our ecosystem. It’s still live production but not always the same customer base and often different verticals in that market.” According to the acquisition philosophy of CEO David Ross, the incoming products need to “touch the edges of the current product lines”. For a long time, Ross Video was known as a production switcher company before it then expanded into another part of broadcasting known as ‘infrastructure’. Together these two lines defined Ross Video in the market for many years. Subsequently, the company became very big in character

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generators – the software that enables graphics to appear on screen during live broadcasts – following the acquisition of a startup. “You might be watching a sporting event and one of the players makes a big play. A graphic will then appear in the corner with his headshot and some statistics about how they’ve been doing, such as ‘Averaging 0.78 goals per game this season’. Well, that graphic has to be called up by an operator. The format of it will be pre-canned, so to

The XPression hardware that enables Ross’ graphics solutions

speak, but it’s produced on the fly in a live situation. We have some very sophisticated software that allows you to create and change the look of on-screen graphics in real-time, and add very sophisticated animations and effects. Taking this concept further, we can also add virtual or augmented reality elements to broadcasts and help make programs more visually interesting and compelling. Nine years after entering the market Ross is now arguably number one in broadcast graphics.”

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ROSS VIDEO

A SHIFT IN STRATEGY

to make a custom-built application

That acquisition brought a whole

specific server that is uniquely a Ross

different manufacturing and supply

product. The XPression graphics

chain challenge to Ross Video’s

acquisition was key to sparking a major

traditional PCBA-based work as it

spurt of growth in the company.”

began manufacturing servers specifi-

Soon afterwards, Ross bought

cally engineered for the broadcast

another two companies that manufac-

market. “We buy commercially avail-

tured products related to its Infrastruc-

able, high-end motherboards, CPUs

ture product line. “They weren’t so much

and disc drives, and assemble them

competitors as complements to our

124

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existing product lines, and this again

routing and data insertion to our range

expanded our reach. One company

of solutions.�

was manufacturing video routers in

Another product range Ross wanted

Australia. The other company was

to offer its customers was camera

manufacturing products mainly

robotic systems. Robots are used in

focused on embedding data into

broadcasting to allow one person to

broadcast transmissions and was

control multiple cameras, as opposed

based in Ottawa. Again, the acquisi-

to having an operator at every camera.

tions touched on the edges of the

“You can create more sophisticated

pre-existing products and we added

and visually interesting camera moves

125

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ROSS VIDEO

with a robot, so it’s an attractive solution for content producers. We acquired two robotics companies; one in Belgium, which was a small but fast-growing business, and one in California, which was a little more established and had a longer track record.” This foray into camera robotics brought its own challenges to the supply chain team. “As you can well imagine, the supply chain to build a robot is completely different to the supply chain for building a server or making printed circuit boards. The challenges in the internal manufacturing processes are also completely different, as they were when we 126

moved into embedded computing. Robots introduced a significant mechanical engineering challenge to the Ross team and, again, the capabilities of the supply chain organization had to morph to include a

Robotic products, such as the Furio pictured here, drove another significant expansion of Ross’ product line and underlying supply chain

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C OMPA N Y FA C T S

• Ross Video provided the equipment, including Vision Production Switchers and SoftMetal Video servers, that were used extensively by the host broadcaster at the Vancouver 2010 Olympic Games

different supply base. As you can tell, all of these things are still related to live broadcast, so it’s still the same customer base.” “We concentrate on quality, service and cost, which is not a revolutionary approach. Lifecycle management is extremely important, because of the heavy investment Ross chooses to make in R&D in order to stay at the forefront of our market. Significant product improvements require significant change management and new product introduction. New product introduction is much smoother when third parties such as subcontractors are not part of the equation. Inventory has a reputation of being evil, but the fact of the matter is that inventory is either what you make or what you bought to be able to make what you make. If there’s hardware in your product, inventory is what you sell – so why is it considered to be so evil? Inventory allows us to be responsive to our customers’ needs. We have the best lead times in the industry and this is a definite competitive advantage. Inventory only becomes evil when it loses its ability to turn into revenue. Our customers need us to support w w w.gi ga bi t ma ga z in e. com

127


ROSS VIDEO

128

them for typically ten to twenty years. You don’t make substantial purchase decisions without the expectation of long-term support. This adds another significant layer of complexity to supply chain management.”

GLOBAL PRESENCE AND THE SUPPLY CHAIN “Our presence in Europe, the Middle East, Africa, Asia Pacific and Latin America has increased dramatically. Over the last decade, we have moved from selling less than 20% of our solutions to these markets to now selling 50% to countries outside North America. When we talk about supply chain here, we think of it as an end-to-end fulfilment entity, not just procurement. Yes, Ross Video’s supply chain team buys the parts, but we DECEMBER 2018

“Over the last decade, we have moved from selling less than 20% of our solutions to these markets to now selling 50% to countries outside North America” — Bill Pulcine, Vice President of Supply Chain Management, Ross Video LTD


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C OMPA N Y FA C T S

• Ross Video Provides the switchers that are used by top music acts, including The Police, Bruce Springsteen, The Rolling Stones, The Who, The Red Hot Chili Peppers, Korn, Blink 182 and Rush, to run video for concerts when they’re on tour

also manage the inventory, plan the shop build schedule, and coordinate configuration activities with the shop floor. We work closely with R&D, Sales and Marketing to manage product lifecycle. We take customers’ orders and provide them with acknowledgement of the order and a promise of delivery. We work in concert with the customer to handle the logistics of getting the goods to the end destination. It’s quite complex when you have thousands of different inputs into thousands of different outputs, sold to thousands of end users in almost every country in the world.”

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Brown-Forman 130

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131

WRIT TEN BY

L AUR A MULL AN PRODUCED BY

ANDY TURNER

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BROWN-FORMAN

Brown-Forman may be better known for its iconic repertoire of spirits and wines, but the American company is also earning its stripes as a digital trailblazer

F 132

rom Jack Daniels to Woodford Reserve, Old Forester to Canadian Mist, today Brown-Forman’s brands

are a mainstay of any bar or cocktail cabinet. The American wine and spirits company was founded almost 150 years ago when the founder, George Garvin Brown, created Old Forester, a brand that is often cited as America’s first bottled bourbon – and it seems that this pioneering approach is still present today. The century-old company is keen to preserve its long-lasting legacy but it isn’t naïve enough to think that the alcohol market will be untouched by the latest wave of digitization. In fact, Brown-Forman has put its weight behind a root-and-branch digital transformation that hopes to cement its brands as household favourites for years to come.

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“We look at every employee as a tremendous brand builder” — Tim Nall, Senior Vice President and CIO at Brown-Forman

133

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In this transformative Age, the opportunities that emerge from disruption are ready to be seized. ey.com/betterworkingworld #BetterQuestions

The skill to make things work.

The savvy to make things bloom. IT solutions to help design and implement new technologies. Managed services to help support and maintain your IT department. Deep knowledge, creativity and experience. When you need forward-thinking solutions, there's only one provider to think about: Data Strategy. data-strategy.com

Š 2018 Ernst & Young LLP. All Rights Reserved. ED None.

Is the most transformative perspective the one you don’t have?


135 With over 18 years of experience at Brown-Forman under his belt, this job has fallen partly into the capable hands of Tim Nall, Senior Vice President and Chief Information and Data Officer (CIO/CDO). With an acute understanding of the inner workings of the American company, married with a continuous improvement mindset, Nall and his team have ensured that IT no longer plays a back-end function but rather is a key strategic driver of Brown-Forman’s operations. “Brown-Forman used to be a traditional place where IT was viewed as a back-office function,” observes w w w.gi ga bi t ma ga z in e. com


BROWN-FORMAN

Nall. “But a few years ago, we began to look at what tools Brown-Forman needed to really advance in this data economy. We began to view IT as an enabler and business partner, a function that could provide true solutions not just for the back office but for production teams, sales teams and marketing teams.” This has been a seismic shift in mindset for Brown-Forman, but it is undoubtedly an essential step for any company wanting to remain at the top of its game in today’s digital economy. Storytelling and brand building are the 136

backbone of a successful food or beverage brand, and it is a skill which Brown-Forman has honed for decades. “We absolutely believe the consumer is king,” observes Nall. “Our ultimate goal is for our consumers to understand our product – we want them to make educated choices, we want them to be fans of our brands.” How best to connect with these consumers is a pressing question for any food and beverage business, and Nall believes that technology could be a key part of the solution. “Whether you’re communicating on social media with that consumer, whether you’re creating interactive tools for that consumer, how you’re targeting that consumer – it all requires technology,” he explains. DECEMBER 2018


CLICK TO WATCH : ‘WHO IS BROWN-FORMAN?’ 137 Over the past few years, the Jack Daniels maker has implemented a slew of technologies to become a more digitally savvy firm. These include everything from cloud-based productivity and collaboration tools to a modern data stack. “First, we realized our existing data stack was not adequate enough for us to really gather, harmonize and interrogate our information. We knew we had to modernize, so we started looking for a modern data ingestion platform that our employees could leverage and we settled on Talend as our partner working with the Talend Data Fabric,” explains Nall. “We knew we also wanted a modern, robust w w w.gi ga bi t ma ga z in e. com


BROWN-FORMAN

“We want our consumers to know the stories behind Brown-Forman. We want them to engage with us so that we can tell them about Old Forester, the first bottled bourbon. We want them to understand our recipes so that they can create the perfect Manhattan” — Tim Nall, Senior Vice President and CIO at Brown-Forman

138

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warehouse for all this information to go into so we chose to work with Cloudera. Then we asked ourselves how our employees and our partners would really interrogate and examine the information that we give them. We wanted to ensure that we had modern toolsets out there as well, so we looked at different products and settled on Tableau as our visualization platform and RStudio as our analytical, statistical modeling platform.” Through these cutting-edge technologies, BrownForman has sought to democratize

139

data and its analytics so that employees from all departments can utilize this for their own ad hoc analyses every day. Gaining the data is only the beginning. For this tool to really earn its stripes, Nall points out that you need to gain true insight and analysis of the figures. “We’re always cautious to say that, in a way, the data isn’t doing anything,” he explains. “It’s the insights we’re gleaning from the information that are important. Data without analysis is wasted money. We’ve transformed how we look at the information; it’s w w w.gi ga bi t ma ga z in e. com


BROWN-FORMAN

surfacing new ideas that are really driving positive action within the company.” At Brown-Forman, data has been the bread and butter of the company’s digital transformation and it’s helping to deliver insights that drive tangible, real-life results, such as more informed pricing decisions. “It’s helped us see how our competitors are moving with regards to their price and how that affects us. Over the past few months, we’ve been rolling out a revenue management application globally that’s been well received,” explains Nall. Data analysis 140

$3.25bn Approximate revenue

1870

Year founded

4,600

Approximate number of employees

has touched every corner of the American company, including the heart of its operations: its production division. “We worked closely with the production organization and we saw that there

well known for its captivating market-

were issues that data analytics could

ing efforts but the company has taken

help resolve. Using data, we’ve taken

this one step further with its use of

a hard look at our barrel yield to see

data technology “We’ve engaged

what issues could be affecting it.

with partners like Salesforce to help us

Leveraging a lot of internal information

provide modern toolsets, and we’ve

and even external information like the

also looked at exact target marketing

temperature and other variables, we’ve

and consumer journeys so we can

provided dashboards that are really

better communicate with our customers

helping our production partners better

and deliver a better experience,” says

manage and forecast barrel yield.”

Nall. The wine and spirits firm has also

With its quintessential southern

made its first foray into chatbots and

American charm, Brown-Forman is

has used SMS text engagement at its

DECEMBER 2018


141

distillery tours. Additionally, as a sponsor

employees but are also viewed as

of the Kentucky Derby, Brown-Forman

brand ambassadors. “We look at every

says it can use a balance of marketing

employee as a tremendous brand

and data analytics to track whether

builder,” observes Nall. “We want our

event promotions have been effective

consumers to know the stories behind

and to forecast the success of its

Brown-Forman. We want them to

future campaigns. This, in turn, helps

engage with us so that we can tell them

marketing dollars go further and

about Old Forester, the first bottled

increases brand awareness.

bourbon. We want them to understand

The biggest tool for marketing, though,

our recipes so that they can create the

is undoubtedly Brown-Forman’s team.

perfect Manhattan. I think that’s the

With a 4,600-strong workforce world-

real benefit for the consumer: they get

wide, teams are not only seen as

this information and it’s digestible. w w w.gi ga bi t ma ga z in e. com


BROWN-FORMAN

We view data and analytics as playing a significant role in our future successes.” Over the past decade, technology has undoubtedly revolutionized the customer experience. With a few swipes and taps of our devices, we can get the goods and services we want when we want them. Today’s consumers expect their experience to be seamless and indeed today’s workforces are no different. “Just like we want to understand the expectations of our consumers, we also want to understand the expectations 142

our employees,” Nall adds. “Our employees expect a consumer-like experience.” Making working life simpler for staff in over 160 countries is not an easy feat, but by leveraging trailblazing technologies and processes Brown-Forman is hoping to bridge geographical gaps and bring its teams closer together. “Whether it’s regarding their paycheques, their communications or their training, we want to make sure that it’s delivered seamlessly and that our employees have a great DECEMBER 2018


143

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BROWN-FORMAN

144

experience with it. We want to make sure

borders and time zones,” says Nall. As

that all our 160 countries are connected.

a Salesforce customer, Brown-Forman

You could do that by hopping on aero-

has not only adopted the firm’s customer

planes but that can be very costly and

relationship management (CRM) tool

so we are leveraging modern technology

globally, but is also using its Chatter tool

to help connect our team.”

that allows employees to keep in touch.

Pushing for better communication,

“Our employees are used to tweeting

Brown-Forman quickly got on board

and using instant messaging apps in

with cloud technology like Google’s G

their personal life so Chatter gives that

Suite platform and Cisco’s Webex tool.

to them professionally,” he adds. “It really

“We believe these tools help eliminate

allows all of these employees just to

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145

“We definitely believe that technology isn’t a solution, but it’s an enabler for change” — Tim Nall, Senior Vice President and CIO at Brown-Forman

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BROWN-FORMAN

“Data without analysis is wasted money” — Tim Nall, Senior Vice President and CIO at Brown-Forman

146

DECEMBER 2018


stay connected despite the time zones.” As more and more technologies come to the fore, it seems it’s an exciting time to be in the alcoholic beverage space. However, Nall is keen to point out the saying ‘if you have a hammer, everything looks like a nail’ – that is, if a business relies too heavily on particular tools it may miss out on the perfect solution or idea. Instead, he suggests: “When we think about digital we always think about our stakeholders, our employees and our consumers. We definitely believe that technology isn’t a solution, but it is an enabler for change.”

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perational excellence in the digital factory WRIT TEN BY

DA LE BENTON PRODUCED BY

TOM VENTURO

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149


AEROJET ROCKETDYNE

With an advanced manufacturing facility, providing the digital factory of the future, Aerospace Rocketdyne demonstrates operational excellence or over 70 years, Aerojet

and the industry has changed a lot

Rocketdyne has delivered

in the past decade,” he says. “With

innovative solutions to

Aerojet Rocketdyne today, I am

aerospace and defense market

managing a group of outsourcing

customers all over the world. The

partners that provide IT services to

company provides propulsion and

our company. I look at strategy and

energetics technologies to space,

technology development and then

missile defence, strategic, tactical

work out how we bring those

missile and armaments customers,

technologies to the operation side

and lives and dies by a simple

of things so that we can start

mission: to build a ‘brighter future

implementing those enhancements

for the next generations… who look

while adding business value to our

to new frontiers and advances in

internal customers.”

F 150

global technologies’. As technology continues to

Working with customers across a market as delicate and important

disrupt and redefine industries and

as the defence and aerospace

markets all over the world, such

industries, where information and

a leading company as US-based

data are key, there is one conversa-

Aerojet Rocketdyne must evolve in

tion surrounding technology that

a changing landscape. This is

continues to grow even today.

something Chief Technology Officer

“There’s definitely a major focus

(CTO) Alan Avakian understands.

on cybersecurity, given the number

“Technology continues to leapfrog

of high-level security breaches that

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151

“WHAT DOES ‘DONE’ LOOK LIKE IN OUR WORLD? WE ARE CONSTANTLY FIGURING OUT HOW WE GET THERE, WHILE BEING ABLE TO MEASURE OURSELVES ACROSS THAT JOURNEY” — Alan Avakian, Chief Technology Officer (CTO) at Aerojet Rocketdyne

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AEROJET ROCKETDYNE

have happened over recent years

learning as well as robotic process

across the globe,” says Avakian. “Right

automation (RPA) which helps

now, it’s all about how we protect our

companies like Aerojet Rocketdyne

company assets and information, and

develop new opportunities and new

make sure it is maintained for competi-

markets that previously did not exist.

tive advantages. Then we look at how

Avakian points to Uber as an example.

we enable those critical business

“Nobody dreamed up Uber ten years

capabilities where we can focus in on

ago but here it is today and it’s a

digitisation, retire high-risk legacy

multi-billion-dollar company,” he says.

systems and look towards creating

“That’s what AI and robotic machine

intelligence out of that information.”

learning are providing us with: they’re

This, he feels, is where we see an industry-wide turn towards robotics, artificial intelligence (AI) and machine

creating new markets for companies that don’t even exist yet.” The challenge, then, as Aerojet

152

“WE’RE AT A VERY PIVOTAL POINT WITHIN THE WORLD RIGHT NOW WHERE THE ENVIRONMENT IS CHANGING RAPIDLY. IT’S DIFFERENT FROM WHAT IT WAS IN YEARS PAST AND INFORMATION APPEARS TO BE KING. SO, IT’S HOW DO WE USE THAT INFORMATION TO OUR ADVANTAGE AND CAPITALIZE ON IT GOING FORWARD?” — Alan Avakian, Chief Technology Officer (CTO) at Aerojet Rocketdyne

DECEMBER 2018


NORTH AMERICA

CLICK TO WATCH : ‘FUEL FOR THOUGHT – S1 E3 MARS INSIGHT’ 153 Rocketdyne moves into new markets

country, the challenge is accelerated.

and explores new opportunities

“Our customers are looking for that

through technology and innovation,

innovative solution that provides those

becomes one of catering to new and

technologies or competitive edges,

evolving customers. The customer of

but does so from an affordable

today requires cost-effectiveness

perspective where increased competi-

without compromising on quality.

tion is encouraged to get the best

Avakian recognises that the company

value proposition,” he says.

must be able to provide its market lead-

“So whenever I’m thinking of those

ing best practices, all the while doing

new things that are innovative and

so in a cost-effective way and main-

cutting edge, I’m always thinking about

taining a competitive advantage. When

how we can implement them in such

working with NASA to put satellites

a way that it is secure and meets our

into orbit and providing missiles and

customers’ requirements as well as

defence systems to protect the

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AEROJET ROCKETDYNE

start accelerating things. It’s about getting to a point where we’re innovating and being able to provide IT using a services model versus building it in as an on-premise solution.” As a testament to this understanding, Aerojet Rocketdyne has invested in the construction of an Advanced Manufacturing Facility in Huntsville, Alabama. This new facility represents complete technology enablement through the use of information, since Aerojet Rocketdyne prototyped a number of digital factory initiatives that utilise IT through automation, robotics and even 3-D printing equipment. “This facility and the innovation

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we are fostering there provides us with a competitive edge,” says Avakian. “We’re taking it to the next level where we implement more automation as it provides us with more information and creates markets that we didn’t have before.” “IT brings it all together: our manufacturing execution system, our product lifecycle management system, our ERP system and our business intelligence systems all working together to bring information to our fingertips. We can then start making better decisions based on that information.” 155

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Building and operating an Advanced Manufacturing Facility places Aerojet Rocketdyne at the cutting-edge of technology and innovation, but, as noted above, modern customers demand a combination of innovation and cost-effectiveness. To this end, as Aerojet Rocketdyne moves into new markets and develops new technologies, it must continuously assess its own capabilities to do so. One such way in which the company is doing this is through its Competitive Improvement Program. The goal of this program is a simple one: to ensure that its products are more affordable across the enterprise and 156

bring that value back to its customers. The Advanced Manufacturing Facility is but one part of this program as Aerojet Rocketdyne chose to consolidate its footprint; the next step is rationalisation across the entire enterprise. “It’s about our product affordability going back to our customers,” says Avakian, “and along with that we’re also reducing our administrative and overhead costs. In order to bring value back to our customers, it’s about making sure we’re using everything that we can from an efficiency and effectiveness perspective.” A Continuous Improvement Program is all well and good, but much like the information provided through automation and machine learning, Aerojet Rocketdyne must extract DECEMBER 2018


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AEROJET ROCKETDYNE

the value from this information in order to ensure that it is achieving what it set out to achieve. To this end, Aerojet Rocketdyne uses service level agreements, metrics, key performance indicators (KPIs) and critical performance indicators (CPIs) as a means of measuring the company against its strategy and architecture. “What does ‘done’ look like in our world? We are constantly figuring out how we get there and measuring ourselves across that journey,” says Avakian. “Using data to get there is very much 158

ingrained in our company so that we can ensure we’re making objective, quantifiable measurements to be able to evaluate if we did realise what we were trying to achieve in the beginning.” In the technology space, the

nies are able to “spin up environments

measurement of success is crucial

and applications with the snap of a finger

both internally and externally and with

and a click of a mouse.”

technology and innovation evolving at

“Now we can bring technology to our

an increasing rate, communication

customers more quickly,” he explains.

proves key. Avakian is a firm believer

“They can touch it and feel it and that

in proof of concepts and providing real,

provides them with the confidence that

tangible examples of the returns on

we can invest in it and provide that to

investment (ROIs) that technology can

the masses,” he says. “That’s how

bring. He feels that in today’s digital

I think it’s changed the value proposi-

age, this is more vital than ever since

tion while being able to get something

software as a service (SaaS) compa-

to market so much more quickly than

DECEMBER 2018


NORTH AMERICA

we could in the past.�

scape, it shows no sign of slowing

Aerojet Rocketdyne has been a market

down. Through sound investment in

leading innovator for more than 70 years

its Advanced Manufacturing Facility

and as technology has continued to

as well as its Continuous Improvement

define and redefine the market land-

Program, the company has readied

E X E C U T I V E P R OF IL E

Alan Avakian Alan Avakian is the Chief Technology Officer of Aerojet Rocketdyne. In this role, he leads the organisation’s Technology Management function responsible for shared business service strategy and operations including Networking, Infrastructure, Applications, and End User Support services. He coordinates with line-of-business leaders to understand their needs (including anticipated technology and product changes) and works with IT outsourcing partners for execution.

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“WHAT IT DOES, IS BRING ALL THE DATA TOGETHER WHERE OUR MANUFACTURING EXECUTION SYSTEM, OUR PRODUCT LIFECYCLE MANAGEMENT SYSTEM, OUR ERP SYSTEM, AND OUR BUSINESS INTELLIGENCE SYSTEMS ALL WORK TOGETHER TO BRING THAT INFORMATION TO OUR FINGERTIPS SO WE CAN START MAKING BETTER DECISIONS” — Alan Avakian, Chief Technology Officer (CTO) at Aerojet Rocketdyne

160

CLICK TO WATCH : ‘WITHOUT LIMITS’

DECEMBER 2018


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itself to cement its market leading position as it embraces the future of technology and innovation. Avakian recognises this and points to information as being the true enabler of technology, both today and tomorrow. “We’re at a very pivotal point within the world right now where the environment is changing rapidly. It’s different from what it was in years past and information appears to be king – so it’s about how we use that information to our advantage and capitalize on it going forward,” he says. “Staying in front of it will provide you with the ability to enable competitive advantages and things of that nature, as we successfully continue to do here at Aerojet Rocketdyne. We must share that information to be able to collaborate and get to these new things that weren’t even possible before.”

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162

Achieving and sustaining success in the midst of a digital transformation journey WRIT TEN BY

SE AN GA LE A-PACE PRODUCED BY

TOM VENTURO


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163


COLLABERA

Atul Kumar, Global Chief Information Officer at Collabera, discusses how his company is embracing technology in the midst of the firm’s digital transformation journey

C

ompanies of all sizes are beginning to embrace technology in order to establish and maintain success. With

the aim of becoming more digitally advanced, Collabera is in the middle of a four-year digital transformation journey. Having been a leader 164

in IT staffing for over 25 years, the organization provides companies with comprehensive IT and professional staffing and services to help businesses achieve their goals. Atul Kumar, Global Chief Information Officer (CIO) at Collabera, believes his company’s digital journey has come a long way since beginning its transformation two years ago. “We have made significant progress in the last two years and I feel I helped accelerate this when I first joined the company,” he explains, reflecting back to September 2017 when he took the role. “We targeted the most impactful areas of the organization and looked for the opportunity to transform our business through digital technology.”

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“It’s important to us that we ensure we have state of the art innovative applications which leverages the power of artificial intelligence,predictive analytics and smart automation to make recruiters smarter and efficient” — Atul Kumar, Global CIO, Collabera

167 In joining the company, Kumar was

80% of that is done. However, that

tasked with driving the firm forward

required a lot of change in our organi-

and created a digital transformation

zation and people don’t have much

roadmap to outline his targets. “Through

patience when things aren’t right.

my digital transformation roadmap,

Everyone wants to see a positive

I established the areas where I felt we

outcome immediately.”

could achieve the most impact. We started with three key goals: increase

EMBRACING NEW TECHNOLOGY

the revenue, improve the margin and

In order to obtain support and confi-

provide world class experience to its

dence before the beginning of Colla-

customers, candidates and employ-

bera’s transformation journey, Kumar

ees,” explains Kumar. “As a result of

delivered ‘quick wins’ in a bid to give his

that, I picked up all the big-ticket items

company confidence. Now, by intro-

for 2018 as well as some for 2019, and

ducing innovative business solutions,

I’m pleased to announce that at least

Collabera has geared to achieve w w w.gi ga bi t ma ga z in e. com


COLLABERA

profitable growth and digitalization

for employees, and integrated a service

is making it easier for the company to

desk chatbot,” explains Kumar. “We

improve customer experience, increase

have to fulfil the client’s requirements

efficiency and engage candidates in

faster and find the right candidate at

much more meaningful way.

all times. It’s important to us that we

“We rolled out an expense manage-

ensure we have state of the art innovative

ment mobile app, automated our

applications which leverages the power

candidate screening process through

of artificial intelligence, predictive

AI-based parsing and matching tools,

analytics and smart automation to make

launched a new intranet which was

recruiters smarter and efficient. We are

a personalized integrated workspace

continuing to look for opportunities about

168

DECEMBER 2018


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how we can provide that world class

substantial growth. For example, auto-

customer experience to our clients by

mated candidate outreach business

offering them quality candidates at

Glider.AI has proved an invaluable partner

a faster rate than our competition.”

to Collabera. “Glider.AI provided the most

By connecting talented professionals

advanced technical assessment and

to innovative companies, Collabera has

video interview platform which was

looked to form partnerships to help

integrated seamlessly into our system.

implement the new technology for

The platform helps internal recruiters

sustained success. Kumar affirms that

and hiring managers to quickly and easily

the collaboration of Collabera and its

discover great talent with demonstrat-

partners has been key to achieving

ed competency and engagement. This

E X E C U T I V E P R OF IL E

169

Atul Kumar Atul is an accomplished IT leader with 21+ years of international and domestic experience in strategic planning, large scale IT transformations, business development and business operations gained through progressively more technological roles. He has successfully built and managed large diverse, cross functional high energy teams and has influenced positive outcomes in difficult situations through his collaborative leadership style. He has worked with clients in a wide variety of industries including Consumer Goods, Retail, Manufacturing, Logistics, Banking & Financial Services, High-Tech and Automobile Industries solving business problems by designing and structuring solutions for clients by involving business consulting and technology services. Currently, he is responsible for driving digital transformation initiatives at Collabera through new technology adoption and improving the customer experience across the organization.

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COLLABERA

has resulted in an increase in the quality of submissions by candidates to our clients and closing more positions successfully,” says Kumar. “Meanwhile, Sysfore Technologies provided the architectural consultancy services and API economy principles for the application. This helped us to integrate some of the functionalities of this application into other applications very quickly and easily.” The company has also teamed up with cloud-based a cloud-based knowledge automation, collaboration and communication platform from 170

Witty Parrot to help develop an AI-based digital assistant for Collabera’s sales team to be effective on the go.

TRANSFORMING THE ROLE OF A CIO With technology constantly evolving, the role of CIO has developed in order to keep up with the latest trends. Kumar believes a CIO’s job description has undergone a major transformation following the introduction of new technologies and innovations in the last decade. “I believe the position of a CIO has changed significantly who is now expected to be business technology leader with domain expertise. In the past, their most important skill was technology know-how DECEMBER 2018

“Glider.AI provided the most advanced technical assessment and video interview platform which was integrated seamlessly into our system” — Atul Kumar, Global CIO, Collabera


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CLICK TO WATCH : ‘COLLABERA ­— FIND A JOB YOU LOVE’ 171 and deliver what business wants, primarily an order-taker kind of a role. You were just enabling the organization by automating some of the processes,” says Kumar. “Over the last 10 years, it has taken more of a front row seat in the organization and has begun to contribute to corporate strategy. Five years ago, people used to say, ‘technology has become the enabler’ – but in 2018, technology has become the driver for business. Now, the CIO role is to successfully formulate business solutions, create global capabilities, develop new revenue opportunities and foster innovation within their companies.” w w w.gi ga bi t ma ga z in e. com


COLLABERA

MAINTAINING SUCCESS For the last seven years, Collabera has consistently won the award of ‘Best Staffing Firm to Work For’ in the large firm category by Staffing Industry Analysts. “Now we want to be called most digitally advanced world’s leading staffing company which is taking

60+

Offices worldwide

15,000+ Pros worldwide

advantage of emerging technologies to make the company more efficient and drive revenue,” explains Kumar. He believes Collabera’s biggest achievement has been to increase 172

24/7

Staffing support

recruitment productivity through technology. “We have Fortune 500 clients and small clients, too. We get requirements from them and then match to the millions of candidates in our database. It then becomes our responsibility to submit their resumes and the client interviews, screens and finally selects them,” explains Kumar. “Through increasing the recruitment productivity and reducing the time and cost of filling the clients’ requirement, it has meant that the quality of candidate submission, as well as candidate experience, has been enhanced – and our Glassdoor rating has risen too.” DECEMBER 2018


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173

Looking to the future, Kumar affirms

digital first mindset,” says Kumar. “The

that Collabera can continue to grow as

moment we begin to think we have

long as the company remembers its

arrived; our growth will stop. The only

core principles but remains primed to

constant is change and we have to live

adapt to the latest trends. “It’s vital that

with that. I think we’ll continue to grow

we continue to achieve what we have

as long as we adapt to change and

done in the same fashion as long as we

embrace new technology.”

remain focused on providing a great service to our client and candidate. We must continue to embrace the technology revolution and improve our processes and business models with w w w.gi ga bi t ma ga z in e. com


174

HOW MICROSOFT IS TRANSFORMING CANADA’S HEALTHCARE It is no exaggeration to say that Microsoft has changed the world, as it has transformed nearly every part of people’s working and home lives – after all, around a fifth of the world’s population use Microsoft products on a daily basis. Next, the IT giant is set to revolutionise healthcare. WRIT TEN BY

LEIL A HAWKINS PRODUCED BY

ANDY TURNER


175


MICROSOFT CANADA

I

t is no exaggeration to say that Microsoft has changed the world, as it has transformed nearly every part of people’s working and home lives

– after all, around a fifth of the world’s population uses Microsoft products on a daily basis. Next, the IT giant is set to revolutionize healthcare. The healthcare system faces some tough challenges. Wait times are lengthy, whether in the emergency room, referral to a specialist, or making appointments to see a doctor, and processes can generally be slow-moving. Meanwhile healthcare IT has traditionally been focused on hospital-based Electronic Health Records (EHR), but part of Microsoft’s digital vision is to move 176

beyond this and onto more efficient processes. Peter Jones, Microsoft’s Industry Lead in Healthcare for Canada, explains: “Traditionally we’ve spent a lot of money and resources on digitizing healthcare records. We are now focused more on systems of insight that will enable us to access data and make better decisions on patient care and the operations in the hospital.” As well as shifting from systems of record to systems of insight, Jones explains they are moving towards systems of engagement, making it possible for patients to interact with healthcare providers in new ways. Patient engagement is one of the four pillars of Microsoft’s model to transform the country’s healthcare system, alongside empowering care teams, optimizing operations and transforming the continuum for better patient care. DECEMBER 2018


CANADA

177


MICROSOFT CANADA

178

PATIENT ENGAGEMENT

with telemedicine specialists Novari

Now that it’s possible to book

Health, makes it possible for patients

everything from a taxi to a grocery

to schedule virtual consultations with

shop via a touchscreen, it makes

doctors. It’s as simple as clicking on

sense for patients to want healthcare

a meeting request in an email to carry

to be just as accessible.

out a virtual appointment from the

New technology that enables care

comfort of the patients’ home. “You

teams to monitor patients remotely is

can get access to a member of your

of huge benefit to people with chronic

care team including doctors and

conditions, as it cuts down on wait

nurses,” Jones explains.

times for appointments, and means those with limited mobility, such as the

EMPOWERING CARE TEAMS

elderly, don’t need assistance with

There are better ways to help clinicians

travelling to appointments.

communicate, collaborate, team

The eVisit, developed in conjunction DECEMBER 2018

and learn. The Office 365 platform


CANADA

“W E ARE NOW FOCUSED MORE ON SYSTEMS OF INSIGHT THAT WILL ENABLE US TO ACCESS DATA AND MAKE BETTER DECISIONS ON PATIENT CARE AND THE OPERATIONS IN THE HOSPITAL” — Peter Jones, Microsoft’s Industry Lead in Healthcare for Canada

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179


Optimize Healthcare Facility Performance

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Physician Schedule Management

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Patient Booking

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allows members of the care team

OPTIMIZING OPERATIONS

to communicate and collaborate on

Health is data rich and information

better patient care.

poor. Jones goes on to say that the

“If you look at how we’re moving

data collected in clinical systems is

beyond EHR, one of the biggest

generally for operational, comm-

challenges has been communication

unication or medical purposes, most

amongst care teams” Jones says.

systems do not store communications

“Many care team members are over-

in a way that makes analytics easy,

worked and struggling to produce

and an enterprise-wide system view

but putting the communication and

doesn’t emerge organically. “For an

collaboration tools in place has allowed

industry that prides itself on being

them to become more efficient and

evidence-based, health does a poor

more effective in their job.” A good

job at using the most recent and rel-

example of this is a solution from

evant evidence, their own data.

a partner called PetalMD. It offers a cloud-based solution

“We see analytics as a continuum spanning retrospective reporting,

to help physicians create, manage

real-time dashboarding, predictive

and collaborate on scheduling

analytics, and even prescriptive

shifts with co-workers. It helps

decision-making using cognitive

saves time, allows remote access

services and machine learning. Even

to schedules, provide tasks and

relatively basic initiatives like patient

transfers all in one platform on Azure,

journey-boards and KPI dashboards

dramatically reducing errors and

can have a huge impact on baselining

prevent outdated information or

performance, identifying bottlenecks

duplicates. All information, such as

and streamlining operations.

schedule events or even a physi-

“We see that effective use of data

cian’s phone number, are instantane-

analytics as the only proper way of

ously updated. Members can easily

achieving population health, whether

communicate through a secure

it’s management of chronic disease to

messaging channel.

prevent unnecessary re-admissions, w w w. g i g a b i t m a g a z i n e . c o m

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MICROSOFT CANADA

or supporting patients to manage their care plan, timely and accurate information is key. “We’re seeing a lot of our partners build cloud-based solutions that are addressing these challenges and are easily adopted” he adds. One of these partners is Oculys, who have been able to show significant savings for hospitals by using data analytics to predict emergency room wait times and monitor patient flow and bad management. “If you can track it you can manage 182

it more effectively” Jones says.

TRANSFORMING THE CONTINUUM Some of the most exciting models of

is another motivator that is becoming

care leverage cloud computing. This is

increasingly apparent – some capabili-

currently the primary focus for Microsoft.

ties are only possible in the cloud.

Once viewed with scepticism by the

“The cloud is essentially a global super-

health industry due to perceived security

computer, that you can access on

or control limitations, the cloud is now

demand and pay only for what you use.

undeniably being embraced by health

You get all the benefits, yet the cost

organizations around the world. Gartner

is spread across all the users. Kind of

predicts that within this decade organi-

like timeshare.”

zations will be going to the cloud

The virtually unlimited storage pool

precisely because it is more secure

makes medical imaging storage cost

than the on premises counterpart. Part

effective, or any other big data scenario

of this momentum is driven by cost

for that matter. The incredible process-

efficiencies and outsourcing, but there

ing power makes genomic sequencing

DECEMBER 2018


CANADA

feasible. Machine learning and artificial intelligence are most practical in the cloud. Aggregations of software as a service provider, like an enterprise app store, allow organizations to discover, trial and deploy new applications with a minimum of risk and hassle. There is potential of the cloud to defragment all the data silos that frustrate holistic health information management. Making cloud computing trustworthy is a key priority. Part of that involves making sure it is secure, and Microsoft invests over a billion dollars annually to that end. Just as important though is making sure that the cloud can be used

“STORAGE COSTS FOR CLOUD COMPUTING ARE THE LOWEST WE CAN SEE” — Peter Jones, Microsoft’s Industry Lead in Healthcare for Canada

compliantly, so Microsoft has invested in many industry certifications like HIPAA through a Business Associates Agreement, HITECH, and FedRAMP. Keeping information private, being transparent about datacentre operations, and allowing users the controls to manage their own data round out the trust story.

LOOKING AHEAD The seemingly limitless capacity of the cloud is advantageous for initiatives such as genomic sequencing, a field w w w. g i g a b i t m a g a z i n e . c o m

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“T HE CLOUD IS ESSENTIALLY A GLOBAL SUPERCOMPUTER, THAT YOU CAN ACCESS ON DEMAND AND PAY ONLY FOR WHAT YOU USE” — Peter Jones, Microsoft’s Industry Lead in Healthcare for Canada 184

that is greatly expanding, and one that

are the lowest we can see, and the

includes researchers investigating

number of genomes we will need to

causes and early detection of serious

sequence in the future is going to put

conditions such as cancer. It is an area

a huge demand on a lot of the infra-

Microsoft is doing a significant amount

structure that exists on premise today”

of work in, and one that requires

Jones explains. “The other benefit is

a tremendous amount of storage given

allowing researchers to share their

that a single human genome takes up

data. The larger the genomic data set

at least 100 gigabytes of space.

the better the research, so we’re

“Storage costs for cloud computing DECEMBER 2018

starting to see researchers coming


CANADA

185

together with genomic data sharing

with providers generally waiting for

platforms that allow them to get

others to adopt new processes before

access to larger data sets.�

making the move themselves. However,

One of the organizations that has

with these innovations in telemedicine,

moved its genomic data to the cloud is

cloud solutions and operational data,

BC Cancer, a government-run agency

more and more are joining the digital

that conducts research and operates

revolution to reap its benefits.

patient treatment centers. The healthcare industry has historically been risk averse, as Jones says, w w w. g i g a b i t m a g a z i n e . c o m


Revolutionizing the healthcare sector with digital disruption

186

WRIT TEN BY

L AUR A MULL AN PRODUCED BY

ANDY TURNER

DECEMBER 2018


CANADA

187

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P E TA L M D

In the healthcare sector, every minute in invaluable. Offering innovative web solutions for healthcare professionals, PetalMD is helping physicians save valuable time so they can save lives

I

ncredible advancements have continued to disrupt the healthcare sector but, behind the scenes, a lot of administrative work is still done

with the faithful pen and paper. In a sector where time is 188

of the essence, this has created a mammoth hurdle but it is one which Patrice Gilbert hoped to overcome when he founded PetalMD. The idea came to him when he talked to doctors and nurses about their daily grind in the healthcare sector. “I was shocked by their use of technology,” he recalls. “I realized that there was a real lack of technology penetration. In the beginning, I really saw how that, when it came to administrative tasks like scheduling, people were making decisions not based on data but subjective matters and I knew something had to change.” One of the largest drains on time that Gilbert identified was the creation of on-call schedules. Puzzling over Excel sheets and trying to juggle conflicting time constraints of physicians means that creating schedules can cost valuable hours of time — time that could be spent saving lives. By digitizing the entire process, the DECEMBER 2018


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189

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P E TA L M D

PetalMD cloud platform aims to solve

Combined with its Petal On-Call

this. Comprised of Petal Booking, Petal

module, Gilbert says that physicians

Scheduling and Petal On-Call, this in-

also have access to a hospital dash-

novative platform hopes to facilitate

board, a clever tool that gives staff

patient appointment booking, optimize

easy access to the hospital’s on-call

physician schedule management

list in real-time, on any device. “This

and secure information exchange.

makes sure that all the staff at the

“The first module is physician sched-

190

hospital know who is on–call as well

uling: it allows a group of physicians to

as the physician’s schedule for the

better manage their group schedules,”

clinic. It saves faxes and emails back

explains Gilbert. “The platform allows

and forth and it can improve hospital

physicians to create, manage and share

productivity by making sure that

their schedules more easily in real–time.

everybody who needs to access this

It seems obvious that a group of physi-

information can do so in real–time,”

cians would have this technology today,

he notes.

but most of the time, when we deploy PetalMD we replace pen and paper.”

With its third and final module, Petal Booking, the platform also offers rich

E X E C U T I V E P R OF IL E

Patrice Gilbert Founder and CEO at PetalMD, Patrice Gilbert began his career as a product engineer at Thales Canada and Domosys. His natural leadership and vision led him to a position as Team Leader in Product Development at Taleo, where he moved up the ranks to become Product Manager for Eastern Europe in Germany. In 2009, he returned to Quebec and founded PetalMD, which earned him the title of Young Business Person of the Year for Technology and Research in 2010. Today, his passion for product development drives him towards finding new and innovative technological solutions for healthcare professionals. DECEMBER 2018


CANADA

“Comprised of Petal Booking, Petal Scheduling and Petal On–Call, this innovative platform hopes to facilitate patient appointment booking, optimize physician schedule management and secure information exchange” — Patrice Gilbert, Co-founder and CEO of PetalMD

insights into when the hospital is likely to be busiest or less in–demand. “There is no way a hospital can align their medical offering and their investment in equipment if they are not aware of their patient demands,” Gilbert explains. Using the Petal Booking platform, hospitals can automate tasks that are currently done manually like booking appointments or providing further information and reminders. This is then taken one step further thanks to artificial intelligence and data. “We help hospitals and their staff to better understand patient demands and, by using artificial intelligence, we can then forecast future patient demands, such as periods that w w w.gi ga bi t ma ga z in e. com

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P E TA L M D

192

‘The physician tool provider has close ties with Microsoft — its cloud-based platform is deployed on Microsoft Azure — and this has given PetalMD the global expertise and knowledge needed to become a global operation’ DECEMBER 2018


CANADA

are likely to be busier,” he adds. “It enables physicians to plan their next schedule ahead of time. It’s the holy grail for hospitals because they are able to make decisions based not on thoughts, or subjective matters, but on real data.” The result? More time saved, a better work-life balance, and ultimately better patient care. For physicians, it’s been an invaluable tool. “Many of the hospitals we work with, they initially reach out, because that want to improve the personal life and working life balance for their physicians,” observes Gilbert. “They need to ensure that shifts are

193

distributed evenly within team members so, for example, when you’re working in the emergency department, they can ensure that you’re not doing too many nights in a row because this isn’t good for your health. By having all this data, hospitals can make sure to better serve their physicians. It also improves their quality of life as it’s easier to swap shifts with a few clicks of a button.” For patients, the difference has also been palpable. “From feedback we’ve received, we see that both patients and physicians feel empowered,” Gilbert says proudly. “Patients feel like the clinic or the hospital is listening to w w w.gi ga bi t ma ga z in e. com


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194

them. They can say that they’d prefer

professionals for clinicians, but that

to have an appointment on a Tuesday

is changing. Today, collaboration with

afternoon and you can more efficiently

clinicians is critical. Sensing this sea

meet that demand. Additionally, patients

change, PetalMD has done just that.

also have greater access to informa-

Indeed, in Gilbert’s eyes, what helps

tion so they understand their health-

PetalMD cut through the noise is the

care journey and they feel empowered.”

fact that it has been developed in col-

Technology has the ability to truly

laboration with physicians, with their

revolutionize the healthcare sector but

demands being placed front and center.

as more and more tools enter the fray

“In the beginning, we worked with the

it can be difficult to determine what

physicians, not just the hospitals, who

is truly useful and what could just be

would buy our software,” Gilbert re-

technology for technology’s sake.

members. “We made sure that the solu-

In the past, healthcare technology

tion would be truly helpful to physicians

was built solely by technologists or IT

and that it would meet their needs. That

2009

Year founded

51-200 Approximate number of employees

DECEMBER 2018


CANADA

CLICK TO WATCH : PETAL SCHEDULING – SCHEDULE MANAGEMENT FOR PHYSICIANS 195 way, they’d want to use it.” By proving

feat but by leveraging global exper-

its value to doctors, PetalMD has been

tise, PetalMD has done so seamlessly.

able to leave a lasting impression on

The physician tool provider has close

the Canadian healthcare sector — and

ties with Microsoft — its cloud-based

it’s proven to be a simple recipe for suc-

platform is deployed on Microsoft

cess. Today, the technology has over

Azure — and this has given PetalMD

48,000 users including 32,000 physi-

the global expertise and knowledge

cians across the country, yet PetalMD’s

needed to become a global operation.

growth isn’t just restricted to the Cana-

“Because our infrastructure and

dian market. It is also making inroads

our data are deployed within Micro-

on the other side of the Atlantic; in just

soft Azure, we can ensure that each

over a year, no less than eight hospitals

time we have a discussion with a

in Switzerland, Belgium and France

new country, we’re compliant with

have adopted the PetalMD platform.

this country’s legislation,” explains

Expanding globally can be a difficult

Gilbert. “This is for us a major partnerw w w.gi ga bi t ma ga z in e. com


P E TA L M D

ship advantage because Microsoft has a worldwide footprint. This allows us to deploy our technology within any country in the world without modification. Additionally, their commercial relationships with our customers are amazing. They already know all the hospitals around the world because, of course, most hospitals are already using Microsoft products as we speak. So, we have relationships with potential customers around the world as well.” As users’ online experiences become more and more seamless, customers 196

are expecting more from their IT platforms. Looking forward, Gilbert says

“It seems obvious that a group of physicians would have this technology today, but most of the time, when we deploy PetalMD we replace pen and paper” — Patrice Gilbert, Co-founder and CEO of PetalMD

DECEMBER 2018

the Canadian firm will continue to invest in technology to ensure it can keep pace with the IT landscape at large. “Thanks to the experience people have with Facebook, LinkedIn, or similar tools, we believe that we can’t lower the bar,” he reflects. “Our IT platform has to be mobile, it has to be accessible on a computer. It has to reflect the highest norm in security, making sure


CANADA

197

that we can work with hospitals and

countries and, because of all the suc-

patient data. So, we’re always invest-

cess we had in Canada, we’re start-

ing in new technology, and this is very

ing to explore these opportunities.

important for our employees.” On top

In the future, I want to take PetalMD

of this, the company is also eyeing up

across the word. We want to take all

further opportunities abroad, building

the lessons we have learnt and apply

on the world-class reputation it has

them elsewhere to help other coun-

developed in the Canadian market.

tries provide better healthcare.”

“Today, we receive many demands from healthcare professionals in other w w w.gi ga bi t ma ga z in e. com


198

DECEMBER 2018


EUROPE

199

Technology transformation to remain a trusted partner WRIT TEN BY

OLIVIA MINNOCK PRODUCED BY

JA MES PEPPER

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S A N TA N D E R

Banking behemoth Santander is undergoing a significant digital transformation in an evolving industry — Andy Pearson and David Hayes explain how this improves the lives of customers and communities 200

P

art of the global Santander Group, Santander UK has become a mainstay of British banking, and is

a familiar sight on the UK high street with over 1,000 branches and 50 corporate business centres across the nation. Now, the finance giant is undergoing a significant digital transformation in order to improve the lives of its customers and their communities. Keen to explain this transformation and what it means to the bank were David Hayes, Chief Data Officer and Head of Data Services; and Andy Pearson, Managing Director of Santander UK Technology and Head of Digital Services. We caught up with the pair at Santander UK’s Milton Keynes office. Known throughout the UK as a ‘new town’ built almost from scratch just 50 years ago, Milton Keynes has a reputation for cuttingDECEMBER 2018


EUROPE

edge modernity and so the location, as well as the office itself which has been revamped with colourful open spaces and well-lit breakout areas to promote collaboration between staff, truly reflects Santander’s personality as a decades-old institution which is still tech-driven and keenly keeps up with a changing sector and the rapid development of customer demands.

AN EVOLVING INDUSTRY Technology is disrupting every industry, and banking is no exception – but with organisations like Santander forming such an integral part of everyday life, present at key moments and within communities, this throws up unique challenges and opportunities in the sector. Hayes comments on the recent transformation of the industry: “Data has become prominent for many reasons. Here in banking, there’s a whole world of data at our fingertips that can help us improve the lives of our customers.” The entire industry is adapting to new technology, and indeed Hayes is an active participant in national organisation DataIQ Leaders as well as FIMA, an annual European conference on financial information management. Hayes also recently spoke to the Bank of England about how Santander leverages Big Data among other disruptive technologies. w w w.gi ga bi t ma ga z in e. com

201


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EUROPE

“Customers are used to using Instagram and Facebook — they’re used to instantaneous responses, so we need to be able to provide that.Our goal is to give a seamless, transparent journey to our customers” — Andy Pearson, Managing Director, Santander UK Technology

fundamental to banking and fundamental to what we do here. Our aspiration is to be the best open digital bank so we need to stay abreast of the latest developments and adapt to new ways of working, and be responsive to what the market and the customer needs.” Pearson cites two key elements of technology transformation: “One is how we interact with our customers – and the changes in the way we’re building applications for mobile… we’re looking to digitise the way we interact with our customers.” However, the second element comes from within: “We also need the right data at the back end, and to explore that data to make

“They’re on a very similar journey to us,

sure those interactions are as mean-

and were keen to discuss some cultural

ingful and insightful for our customers

and principle things Santander is doing

as they can be.

that they can learn from. As a whole, the

“Data is fundamental to both of these

banking industry is really taking these

things, and as we move forward increas-

technologies on,” he adds.

ing our understanding of data through AI and machine learning is key,” he

A TECHNOLOGY FOCUSED INSTITUTION

adds. “Customers are used to using

Santander is taking these industry

Instagram and Facebook – they’re

changes in its stride, all the while

used to instantaneous responses, so

focusing on the most important

we need to be able to provide that. Our

aspect: customer experience. As

goal is to give a seamless, transparent

Pearson explains: “Technology is

journey to our customers.” w w w.gi ga bi t ma ga z in e. com

205


S A N TA N D E R

ALL ABOUT THE DATA Gathering as much data as possible can help to improve this customer journey – but only if the right tools are in place to make use of it. “Data gives us the ability to analyse and understand how our customers interact with us, so we can design processes more effectively,” Pearson explains. Within Santander too, it’s the data that makes the difference. “Big data has been absolutely transformational to us as an organisation. We partner with Cloudera to run our big data platform here in Santander UK. I was able 206

to understand through this collaboration that we don’t need to have silos of data going E X E C U T I V E P R OF IL E

Andy Pearson is the Managing Director of Santander UK Technology Engineering and Head of Digital Services. After a successful career in consultancy, he joined Santander in 2006 and held senior roles in IT during Santander’s integration of other UK banks. In 2015 he took the lead of the engineering and delivery division which he brought into the digital era. Now, Pearson is driving the transformation of Santander UK into an agile organisation bringing the business, operations and technology teams together under a domain-driven and service-driven model.

DECEMBER 2018


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207

forward – and if you get rid of silos, you

A TRUSTED MEMBER OF THE COMMUNITY

can truly transform the way people

“Communities are really important to

across the organisation behave.”

us in Santander,” Hayes emphases.

Santander’s use of data reflects its

“Santander has targets to make sure

commitment to its customers, as well as

everyone takes part in community work,

how integral a part the bank plays in

be that abroad or locally.” Indeed,

people’s everyday lives and in wider

recently a group from the Milton Keynes

communities. “The human element is

office returned from building classrooms

really key, particularly if you’re making

in Cambodia, whilst raising money for

difficult financial decisions,” says Hayes.

charities closer to home, Age UK and

“If you’re going to take out a mortgage

Barnardo’s, and last year Hayes himself

which is going to shape your life and your

spent some time helping a local food

spending for the next 25 years, you need

bank. “The motivation you get from

to trust and know that you can rely on us.”

making a real difference in your local w w w.gi ga bi t ma ga z in e. com


EUROPE

CLICK TO WATCH : ‘TRUST IN BANKING AT SANTANDER UK WITH CDO DAVID HAYES AND MD ANDY PEARSON’ 209 area is great, and is very healthy for an

in different parts of the organisation.”

organisation like Santander,” he adds.

This commitment to communities

In addition, Santander as a global

reflects the trust which Pearson is keen

organisation is busy strengthening its

to emphasise as integral to Santander.

commitment to the UK with a revamp

“Trust is a really strong foundation – secu-

of its Milton Keynes site and a brand-

rity is important because our customers

new £75mn office in Bootle, Liverpool,

have entrusted us with their information.

which is set to house 2,500 staff. “These

Security is fundamental for any bank,”

are historic sites for Alliance and

he explains. “We have a design principle

Leicester and Abbey National. The UK

of building security from the bottom up,

bank is one of the biggest elements

and going forward the banking industry

of the Santander group and we’re very

has the opportunity to build on that trust.

committed to our UK base,” Hayes

There are new value propositions we can

explains. “We’ve got 14mn active

explore here, and indeed for the wider

customers here and over 20,000 staff

banking industry, to provide identity w w w.gi ga bi t ma ga z in e. com


S A N TA N D E R

management for the wider market. “Customers are trusting us with their data. We need to verify identities for a whole variety of regions – so there are opportunities for a bank as that trusted partner within the wider industry, and that’s something we need to look at going forward.” This strong culture of trust, community and collaboration runs through every aspect of the business, not least the relationship Santander maintains with its vendors and partners, all of which have equally stringent principles on security and much more. 210 “When we work with a third party, we try to make sure we work in partnership with them,” he emphasises. “We spend a fair bit of time making sure they have the right fit for us, both culturally and architecturally.” “Part of our methodology is to see, experiment, improve concepts, test and learn before we take a leap into particular technologies,” says Pearson. “Experimentation and building that collaborative relationship is important in understanding we’re working with the right partners moving forward.” Alongside Cloudera, a leading platform for Big Data and data science which enables Santander to become data driven, the bank works with a variety of carefully selected partners that have been critical for its ongoing digital transformation. DECEMBER 2018


EUROPE

This includes Microstrategy, which provides an enterprise wide platform for Business Intelligence (BI) and analytics; NuoDB, a cloud database for digital applications that can run on premise; Pivotal, a technology development company that provides platforms and tools enabling organisations to develop digital experiences; and Everis, a consultancy providing business and technology solutions for mission critical challenges.

THE RIGHT CULTURE Throughout the significant technology transformation Santander continues to undergo within a changing industry, its E X E C U T I V E P R OF IL E

David Hayes is Santander UK Chief Data Officer and Head of Data Services. He is a recognised leader in the data industry with a long career in different areas of Santander UK. He has been driving the cultural change about data in Santander UK since he was appointed as CDO in 2014. Hayes is passionate about what data can do to create value for customers and communities and thus is transforming data into a commonplace asset that everyone in Santander can use to help customers, always with the utmost awareness to governance, privacy and security.

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211


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Learn more at microstrategy.com and start your digital transformation journey today.


EUROPE

CLICK TO WATCH : ‘ANDY PEARSON, MANAGING DIRECTOR OF SANTANDER UK TALKS TECHNOLOGY TRANSFORMATION’ 213 people remain key, and managing the significant culture changes transforma-

brought together to drive change.” Ensuring that these skills are in place

tion brings is vital. “It’s easy to underes-

across the organisation, Santander is

timate the amount of impact that cultural

also committed to diversity, such as

change has on the ability to make

ensuring a mix of men and women in the

technology change,” Hayes reflects.

tech-led organisation. “Gender diversity

“We run change management pro-

is very important to us,” says Pearson.

grammes and provide training, but of

“We were a founding signatory of the

course we have some way to go. We’re

HMRC Women in Finance Charter. We

on a journey. One thing we have to do

know that in the industry about 17-20%

is to articulate data as a profession;

of roles in technology are filled by women.

understand and appreciate the different

We’re fortunate that we have about 30%

elements of that. There are very

of our roles filled by women – however,

different skillsets that come in – soft

we currently only have 19% in senior

skills and technical skills need to be

roles, so our goal is to get that to 25% w w w.gi ga bi t ma ga z in e. com


S A N TA N D E R

Cloud. Containers.

Culture.

Transform your business, not just your IT.


EUROPE

215 by 2022. Role models are very important,” he adds. “We are participating in the Thirty Per Cent Coalition where we have role models, both men and women, to mentor women in our organisation, and women at Santander are being mentored by those from other organisations.”

TECHNOLOGIES OF THE FUTURE In addition to Big Data being fundamental to Santander’s offering and the care it can provide each and every customer and community, the bank will continue to explore other technologies such as artificial intelligence, machine learning w w w.gi ga bi t ma ga z in e. com


S A N TA N D E R

capabilities and more. “Machine learning

learning. Now we have that core data

is a technology we’re exploring with some

platform, that’s going to allow us to

gusto at Santander,” says Hayes. “So far,

explore these new technologies

it’s been important from an operational

increasingly as we go forward.”

efficiency perspective. It’s going to change the way we work, the way we

community all keep a finger on the pulse

think, the decisions we go through, the

of new developments in the evolving

speed at which we interact with our

industry, with Open Banking set to take

customers and the offering we can give

centre stage. “That changes the game

them – but to embed machine learning

for us,” says Hayes. “Data is an asset

we need to make sure it’s built with great

and this allows competitors to build on

data engineering to sit behind it.”

assets we’ve got – when you then throw

Pearson adds: “Establishing our big 216

Hayes, Pearson and the Santander

in the capability to build AI or run machine

data ecosystem is key to us. We’re still

learning algorithms, the opportunity

early on in our journey of AI and machine

through technology is massive.”

CLICK TO WATCH : ‘DAVID HAYES, HEAD OF DATA AT SANTANDER UK TALKS CHANGE CULTURE MANAGEMENT’

DECEMBER 2018


EUROPE

“Here in banking,there’s a whole world of data at our fingertips that can help us improve the lives of our customers” — David Hayes, CDO, Santander

217 Pearson, too, cites Open Banking as one of “a whole series of regulatory activities that are changing the face of

customers are and how to be more relevant in their day-to-day activities.” Overall, Hayes concludes that the

the banking industry”. He adds: “The

centuries-old banking industry will

making available of information about

fundamentally transform with Santander

customers to a whole range of new

at the fore. “I firmly believe that technol-

players is going to fundamentally change

ogy will completely change banking in

the way customers interact with financial

the next 20 years. The challenge for

organisations. There will be new players

the industry will be to embrace those

– and as a bank, we need to respond to

technologies – and the winners will be

that. We need to measure the experienc-

those who can do that in a way which is

es we build, and remain relevant for our

right for the customer.”

customers as we support their goals in life. Opening up banking data gives us opportunities to understand who our w w w.gi ga bi t ma ga z in e. com


EMASA

218

Combining technology with purpose WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

LE WIS VAUGHAN


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219


EMASA

Investing in new technologies in order to provide essential services to its citizens, EMASA remains a leader in the utilities market

O

ne of the first Spanish cities to have a company for the management of the water supply system in the 19th

century, Mรกlaga remains at the forefront of environmental innovation. Undertaking the 220

management of the integral water cycle in the city of Mรกlaga, Empresa Municipal Aguas de Mรกlaga (EMASA) treats water from detection of the necessary hydraulic resources from distribution, purification, sanitation, and supply, to the disposal of waste water or reuse of waste water. Once responsible for designing and implementing all the new information systems for the toll road between Mรกlaga and Marbella, Chief Information Officer, Pedro Galdรณn joined EMASA in a bid to unlock new opportunities and gain the ability to grow within a large public organisation. Responsible for 15 people, he explains that his role has evolved to one which is more focused on business, in order to drive further value through technology. DECEMBER 2018


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221

€70mn Approximate revenue

1986

Year founded

425

Approximate number of employees

w w w.gi ga bi t ma ga z in e. com


One solution. Any application. Only Nutanix delivers a single software OS that runs across clouds, making the boundaries between private, public and distributed clouds invisible. Nutanix solutions combine web-scale engineering with consumer-grade management to power any workload in multi-cloud environments.

Experience it Now


EUROPE

“For more than seven years,EMASA has been developing,promoting and implanting an intelligent reading system in our city” — Pedro Galdón, Chief Information Officer

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223


EMASA

224

“Technology is everywhere, but here

water. It is a treasure indispensable to

in EMASA it plays a key role. In fact,

all human activity,’ Galdón is keen to

we are the leading company in smart

stress the potential of new technologies,

metering in the Spanish water sector,”

where the company will gain the ability

he says. “For more than seven years,

to analyse big data and provide solutions

EMASA has been developing, promot-

to tackle global water shortages.

ing and implanting an intelligent reading

“We treat waste water in our facilities.

system in our city. Smart metering has

Purifying water, reusing it to irrigate

put us at the forefront of the sector at

and turn solid waste to solid fuel. The

a national level. We already have more

water we can’t reuse is pumped into

than 115,000 electronic meters installed

the city offshore. We are now starting

in Málaga.”

to use drones for inspection tasks,

Whilst the European Water Charter

where it is difficult for workers to reach

has stated that ‘there is no life without

or there is a high level of risk. I think in

DECEMBER 2018


EUROPE

225

Pedro Galdón Name Here

E EX XE EC CU UT T II V VE EP PR R OF OF IL IL E E

A Computer Engineer by aut background, MBA and Approx 100 words quam aut eaturiwith sequianquiasit, qui PhD from Malaga University, Pedro Galdon has conem workedquo in the IT dolupta cusdand enistium acienimi, offici field since 1993. His previous role as ITSundant Manager Autopista blaudi occumqui cone laborep ratur? asatrempe de del Sol led to the design and implementation for all new voluptu ribus, sequo omnisitem laut a dolut occulparum Information Systems for the new Tollderes Roadaliandit betweenharit, Málaga hillant quibus mi, voloreprovit ende and Marbella. net, offic temperro con experat. Cum faccum quati officiet In 2005 at ISLANDA, an Open Source Development Company peresti ncitia in restrum faccum quo el illuptam dolupta sited at the Technological Park of Málaga, Galdon’s role as erempor alitaquo tem secae vellant. Ta quid qui veliqui CTO sawditi himatibusa advance the company’s surrounding nobitius consediossit evel strategy ius des qui con ped technical resources, and aepernam implementing new systems quam, sedit, totatustevaluating dis nonsequ fugiti conestoand infrastructures. EMASA in 2006 as Technical tas everes id ut autemHeetjoined moluptius. Igenis soloribus accate Head, 2014. sendit,becoming que nos etCIO queinebit et omnih.

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EMASA

the near future all dangerous jobs will be undertaken by a robot or drone.” Previously, the company housed a traditional IT team suitable for the era in which its infrastructure was developed. However, upon bringing on board SAP technologies, EMASA faced a challenge in upgrading its outdated systems and looked towards gaining significant expertise. Working alongside Nutanix, the business has deployed a hyper-convergence system, but faced resistance from a number of large manufacturers. 226

“We are now starting to use drones for inspection tasks, where it is difficult for workers to reach or there is a high level of risk” — Pedro Galdón, Chief Information Officer

DECEMBER 2018


EUROPE

CLICK TO WATCH : ‘YO GESTIONO MI AGUA NUEVA APP DE EMASA’ 227 “We still took this forward and embarked on this hyper-convergence adventure. Nutanix gave us an escalation in performance with a very simple management system. They put data as close as possible to where it is executed and I think that’s the key to improving traditional performance. It seems like a simple idea, but nobody had thought about it before.” Moving from traditional quality assurance to adopting lean methodologies, all parties have now become involved in EMASA’s new culture in eliminating waste and ensuring quality across every process designed, whilst enhancing the customer experience. All of its operations w w w.gi ga bi t ma ga z in e. com


EMASA

C OMPA N Y FA C T S

• Málaga was one of the first Spanish cities to have a company for the management of the water supply system in the 19th century 228

• EMASA treats water from detection of the necessary hydraulic resources from distribution, purification, sanitation, and supply, to the disposal of waste water or reuse of waste water • Working alongside Nutanix, the business has deployed a hyper-convergence system • As drought continues to be a key challenge in Málaga, EMASA has sought to raise awareness and create campaigns on the ways its citizens can reduce water usage

DECEMBER 2018


EUROPE

“We are the leading company in smart metering in the Spanish water sector” — Pedro Galdón, Chief Information Officer

229

will be further bolstered by the EMA-

In 2019, we are aiming to develop

SA’s Laboratories, which adhere to all

a new Virtual Office, which will

international standards.

become our flagship technology.”

Through the use of its support platform,

As drought continues to be a key

Virtual Office, customers have gained

challenge in Málaga, EMASA has

the ability to carry out a number of

sought to raise awareness and

processes 24 hours a day. It is also

create campaigns on the ways its

a key project which the company is

citizens can reduce water usage.

presently working to develop further.

However, Galdón notes that the

“For me, it is one of the most important

business should also further invest

things we can do for our customers.

in improving its present facilities. w w w.gi ga bi t ma ga z in e. com


EMASA

“EMASA is an advanced environmental management company and we want to make the citizens the aware of the importance of the dangerous of water scarcity” 230

— Pedro Galdón, Chief Information Officer

DECEMBER 2018


EUROPE

“EMASA is an advanced environmental management company and we want to make the citizens the aware of the importance of the dangers of water scarcity. What also makes EMASA different is our promotion of scientific research, cultural activities and assisting with the preservation of the environment,” he adds. “We are transforming EMASA in a technology company. We are facing the fourth revolution with data sensors, drones, devices, applications and more. “We have to be able to take advantage of all of these technologies. If we do that, we will transform EMASA into a more efficient, environmentally friendly and customer-oriented, public company. We will be the kind of public water company you would want your children to have.”

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231


SWEDISH MINING AUTOMATION GROUP

232

PROMOTING DIGITAL TRANSFORMATION IN CANADA’S MINES WRIT TEN BY

L AUR A MULL AN PRODUCED BY

RICHARD DE ANE

DECEMBER 2018


MINING

233

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S W E D I S H M I N I N G A U T O M AT I O N G R O U P ( S M A G )

234

Business Sweden Canada with partners from the Swedish mining industry has created SMAG to help the mining sector evolve into a more sustainable and innovative industry. We spoke to Project Manager and Mining Industry Advisor, Christian Orrego Silvander, to find out more

DECEMBER 2018


MINING

M

ining is often cited as one of the last remaining industries to be disrupted by technology, but that is changing quickly.

From driverless trucks to robotic drills, digitisation is quickly bringing a new measure of safety to mines. It’s also boosting the efficiency of how we obtain the precious minerals needed to make everything from modern cars to devices. In the coming years, mining automation is primed for explosive growth, and it seems that one Nordic country is set to be at the epicentre of it all. Sweden may be a small mining nation but when it comes to mining technology, it’s considered to be in a league of its own. Looking to collaborate and foster innovation in the mining sector, six Swedish mining technology firms have joined forces with Business Sweden to create the Swedish Mining Automation Group (SMAG). Formed just one year ago, SMAG is a collaborative ecosystem that plans to revolutionise mining, creating a more sustainable industry by innovating holistic solutions together with mining companies. Jointly owned by the Government of Sweden and representatives from the Swedish business community, Business Sweden works across an array of different industries but mining has proven to be a key area for optimism. One such person who helped to steer this new focus is Business Sweden’s Project Manager and Mining Industry w w w.gi ga bi t ma ga z in e. com

235


S W E D I S H M I N I N G A U T O M AT I O N G R O U P ( S M A G )

Advisor Christian Orrego Silvander. He believes that this collaboration between Swedish automation groups and other global miners is a win-win partnership. “Our mission is to help Swedish companies grow internationally, as well as to attract foreign investments to Sweden,” Silvander explains. “Sweden has a long history of providing solutions to the mining industry and it’s quite famous for having some of the leading original equipment manufacturers (OEMs) in 236

mines. Today more than 50% of the technology used in underground mines comes from Sweden.” Ericsson, Eprioc, SKF, Mobilaris, Sentian Technologies and Scania Mining: the founding members of SMAG make for impressive reading, and in conjunction with Business Sweden, they plan to bring the latest industry know-how and technologies to mining regions across the globe. One such country where SMAG is leaving a lasting impression in is Canada. A force to be reckoned with on the mining stage, Canada is a country that is renowned for its mining heritage. Last year, the industry contributed CAN$72bn DECEMBER 2018


MINING

“SWEDEN HAS A LONG HISTORY OF PROVIDING SOLUTIONS TO THE MINING INDUSTRY AND IT’S QUITE FAMOUS FOR HAVING SOME OF THE LEADING ORIGINAL EQUIPMENT MANUFACTURERS (OEMS) IN MINES.” — Christian Orrego Silvander, Project Manager and Mining Industry Advisor at Business Sweden

(US$54.8bn) to its GDP, according to Natural Resources Canada. As such, Business Sweden and SMAG decided to zero in on Canada as a key regional focus. “The reason we revived this focus on mining was due to the positive outlook on mineral prices as well as the environment here in Canada,” summarises Silvander. “The mining industry is also focusing greatly on creating a more sustainable and innovative future through industrial collaboration and this resonates quite well in Sweden. Even though we’re quite a small mining nation – we only have 15 active metals mines – we have a long history of innovating through collaboration. That aligns well with the vision of the w w w.gi ga bi t ma ga z in e. com

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S W E D I S H M I N I N G A U T O M AT I O N G R O U P ( S M A G )

CLICK TO WATCH : ‘SIMS MINING — THE HORIZON 2020 PROJECT’ 238 Canadian mining industry too, which is

don’t have a strategy for digitising or

hoping to become more sustainable

automating their mines, but rather they

and innovative.”

have a strategy to improve safety and

There’s a lot Canada can learn from

increase productivity,” Silvander explains.

Sweden, observes Silvander, citing

“For them, the best way to do that was

Swedish mining operators Boliden and

to use digital technology.” Looking at

LKAB as “amongst some of the most

connectivity, precision technology,

progressive in the world”. Both of these

stabilising processes and eliminating

companies have been early adopters

waste as well as implementing new

of digital and automation technology

mining methods, these mines have

but interestingly, Silvander points out

proven to be gleaming examples of the

that this isn’t about technology for

benefits of mining automation and this

technology’s sake it’s, first and foremost

technological prowess hasn’t gone

about safety, productivity and efficien-

unnoticed worldwide.

cy. “For example, Boliden said that they DECEMBER 2018

“Recently, there’s been a lot of


MINING

239

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S W E D I S H M I N I N G A U T O M AT I O N G R O U P ( S M A G )

FA C T S

• Last year, the mining industry contributed CAN$72bn to Canada’s GDP, according to Natural Resources Canada

240

examples of different demonstration projects that have been done mainly in

with other leading mining nations.” Cross-country collaboration is at the

Sweden and Europe quite recently,”

core of SMAG’s mission and ethos. But

continues Silvander. “All of them have

how has the organisation managed to

a goal to create safe and efficient mines

bridge both a geographic and cultural

by implementing automation technology.

divide? “When we started this initiative,

But this shouldn’t only be on Swedish

we tried to connect with key mining

soil. This should be something that is

organisations, the ones that are driving

implemented internationally. For Sweden,

innovation within the industry. We

with a population less than 10 million

started working with these regional

that’s dependent on international

and national companies. We found out

collaboration, I see this as a very good

their needs, how they operate, and how

opportunity for us to be the one who’s

we can collaborate with them because

leading the development but together

we all more or less have the same

DECEMBER 2018


MINING

ambition of transforming the industry to make it more sustainable.” By analysing the individual needs of mining operators and disseminating the ‘Swedish mining model’, SMAG has the ambition to help Canadian miners navigate their long-term roadmaps to digitise and automate their mines but, perhaps more importantly, they are also lowering the barriers between suppliers and mining companies to foster cooperation and future innovation. “With SMAG, we’re trying to foster a co-development culture and lower

E X E C U T I V E P R OF IL E

Christian Orrego Silvander Management consultant with passion for innovation, strategy and collaboration. Strong communicator with expertise in conceptualizing business ideas and pitching technology solutions. In depth experience of business development and internationalization of tech companies and start-ups in industries such as mining, healthcare, biotech, and cleantech. Currently leading the Swedish Mining Innovation Group (SMAG) with six leading mining suppliers with the intention to enable holistic solution within mining through cooperation with mining companies. In addition establishing strategic alliances with Canadian stakeholders with the objective to establish a mining collaboration platform between Sweden and Canada. w w w.gi ga bi t ma ga z in e. com

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the variant between vendors and

they’re very keen to transform the

mining `that can really be learned

industry. But I think by allocation

from Sweden,” observes Silvander.

more resources to trying innovative

“The Canadian Mining industry has

solution in the mine rather than

created solid roadmaps for innova-

establishing new roadmaps for them,

tion but there is a need to convert

will accelerate the transformation.

them to actions. Most of the industry

That is really what I see as the missing

also have innovation managers so

link to this puzzle. I think they are

242

DECEMBER 2018


MINING

“TODAY MORE THAN 50% OF THE TECHNOLOGY USED IN UNDERGROUND MINES COMES FROM SWEDEN” — Christian Orrego Silvander, Project Manager and Mining Industry Advisor at Business Sweden

243

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True digitalization of underground mines, enabling doubledigit productivity increases AND safety improvements.

Real-time Situational Awareness

Ventilation On Demand

Fix those low hanging fruits that waste time and lower face utilization.

We let the presence of machines control the ventilation which is very fast to setup remotely.

Short Interval Control

Emergency Evacuation

From just being monitoring to become operational and able to replan during a shift.

Save lives by shorten the time to evacuate the mine in the case of an emergency.

Optimized Machine Utilization

Mass Localization

Analyze integrated machine data vs plan to optimize your machine utilization.

Another low hanging fruit that locates equipment in a very cost-efficient way.

Traffic Awareness

Improvements by Analytics

Minimizing traffic congestions and make your transports smooth and safe.

Enables you to continuously monitor the face utilization outcome and track productivity.

www.mobilaris.se/mce


MINING

245

going in the right direction and SMAG

munication company that offers mine

could definitely help with this challenge.”

connectivity and today, they’re deploy-

How to meet the demands of Industry

ing 5G technology which could be an

4.0 is one of the most pressing ques-

innovative way forward for mines in

tions for mining operators today. By

Canada. We also have one of the most

working with a rich ecosystem of holistic

prominent OEMs, Epiroc, who when it

solutions rather than single products,

comes to the automation of equipment

SMAG believes it provides a unique

or meeting KPIs in underground mines,

solution. “This way of working together

they are one of the firms leading the way.”

with a group, as opposed to one vendor

Other members of the ecosystem

is a very new concept, especially in the

include Mobilaris, which provides critical

mining industry,” asserts Silvander.

decision support for production

“There’s also a mix of different compa-

efficiency and safety. “They’re very

nies. Take, Ericsson: they’re a telecom-

prominent in the mining intelligence w w w.gi ga bi t ma ga z in e. com


S W E D I S H M I N I N G A U T O M AT I O N G R O U P ( S M A G )

480+

Number of Business Sweden employees

2017

Year founded

53

Number of offices around the world

246

“THIS WAY OF WORKING TOGETHER WITH A GROUP, AS OPPOSED TO ONE VENDOR IS A VERY NEW CONCEPT, ESPECIALLY IN THE MINING INDUSTRY” — Christian Orrego Silvander, Project Manager and Mining Industry Advisor at Business Sweden

DECEMBER 2018

area and are developing tools for positioning and enabling real-time short-interval control,” highlights Silvander. Sentian Technologies has also played a key role in this ecosystem, standing as a company with a long background in AI. Additionally, Scania Mining, which Silvander says “provides fleet management and mine site optimisation by applying lean manufacturing principles” has gotten onboard


MINING

247

alongside SKF, which has “been in

is eyeing up further opportunities in

Canada for over 100 years and are

mining hubs like Australia and Chile.

experts in rotating machinery, reliability

“We have an ambition to go global,�

and offer advanced data analytics

he says brightly.

and predictive maintenance. Looking forward, Silvander is keen to include more suppliers in this ecosystem and

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248

Telkom Indonesia: transforming Indonesia into a Global Digital Hub WRIT TEN BY

DA LE BENTON PRODUCED BY

K RIS TOFER PA LMER

DECEMBER 2018


A S I A – PA C I F I C

249

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PT TELKOM INDONESIA (PERSERO) TBK (TELKOM)

250

Identified as Asia’s next digital powerhouse, Telkom Indonesia will help make the nation a Global Digital Hub

A

s one of Asia’s foremost mobile-first nations, with close to 72% of internet

traffic originating from mobile devices and around 215mn internet users expected by 2020, Indonesia’s digital economy is one of incredible potential. If unlocked, this potential will establish Indonesia as the biggest digital economy in South East Asia that is

DECEMBER 2018


A S I A – PA C I F I C

251

projected to reach US$130bn in 2020.

Group). TelkomGroup is the biggest

Indonesia will be Asia’s next digital

digital telecommunications company

powerhouse.

in Indonesia. Today, it has embarked

Tasked with realising these predic-

on an ambitious transformation journey

tions and truly unlocking this potential

that will see the company become ‘the

are the major technology players in

king of digital in the region’ and ‘lead

Indonesia. One such company that

Indonesian digital innovation and

understands the key role it will play in

globalisation’.

redefining the landscape of Indonesia is Telkom with its subsidiaries (Telkom-

“A new digital era is upon us here in Indonesia,” says Abdus Somad Arief, w w w.gi ga bi t ma ga z in e. com


A S I A – PA C I F I C

CLICK TO WATCH : TELKOM COMPRO 2017 V.RUPS 2018

Director of Wholesale and International

ture in Indonesia to provide the best

Service of Telkom.

digital experience in this growing

“We prepared for the inevitability of

digital sphere. This will see the com-

this digital wave of business around

pany continue to develop new innova-

five years ago, now we are not only

tive products and services but also

talking about connectivity and legacy

strengthen the business ecosystem to

business, we are looking at digital

achieve sustainable growth in all digital

business. Our vision is to be at the

segments of the market. “We’ve built

very top of a digital ecosystem here

the biggest digital telecommunications

in Indonesia in which we will aggregate

infrastructure in Indonesia and we have

big and smaller players in Indonesia

already connected with fiber optic

and regional as well.”

everywhere,” says Somad Arief.

TelkomGroup also aims to strengthen the development of digital infrastruc-

TelkomGroup deploys around 160,680km of terrestrial and submaw w w.gi ga bi t ma ga z in e. com

253


PT TELKOM INDONESIA (PERSERO) TBK (TELKOM)

254

“Our vision is to be at the very top of a digital ecosystem here in Indonesia in which we will aggregate big and smaller players in Indonesia” — Abdus Somad Arief, Director of Wholesale and International Service, Telkom Indonesia

rine cable networks domestically and

Group’s network is also present in 33

globally including: a 'South East Asia

countries with 72 network Points of

– Middle East – Western Europe – 5'

Presence (PoP) that bring traffic and

(SEA-ME-WE 5) cable system, and

connect carriers with customers.

a 'South East Asia – United States'

TelkomGroup also operates a world-

(SEA-US) cable system. To connect

class neutral and internet exchange

the European, Asian and American

data centre called neuCentrIX, which

continents, the group is currently

aggregates service providers, network

building the Indonesia Global Gateway

providers and content providers from

(IGG) submarine cable system. Telkom-

all over the world to reach more than

DECEMBER 2018


A S I A – PA C I F I C

255

E X E C U T I V E P R OF IL E

Abdus Somad Arief Abdus Somad Arief or familiarly called ASA has been with the company for 27 years and took over his role as CTO/CIO in December 2014. Since 21 April 2017 he has taken up a new assignment as the Director of Wholesale and International Services of Telkom. He has dedicated his life to working in the telecommunications industry and is passionate about his work.


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@MultipolarTech


A S I A – PA C I F I C

“By leveraging digital culture and adopting the latest technologies, we try to inspire the people around us” — Abdus Somad Arief, Director of Wholesale and International Service, Telkom Indonesia

be easy to forget that for all the innovative technologies that the world has to offer, it means little if people lack the right capabilities to utilise them. This is something that the digital ecosystem helps TelkomGroup address first hand, equipping both the company’s employees and customers with the necessary understanding required to fully capitalise on the opportunity and value of this digital culture. “Through the ecosystem and working with international partners, we are given access to the latest technologies that are transforming industries all over the world,” says Somad Arief. “It allows us

265mn Indonesian people through a

to prepare for the technology of today

seamless, secure and reliable network

and the technology of tomorrow.

to drive the growth of the global digital industry. Though TelkomGroup’s digital

“By leveraging digital culture and adopting the latest technologies, we try to inspire the people around us,”

infrastructure, Somad Arief recognis-

he adds. “As a group, we are then more

es that the company has played, and

aware of the services and technologies

will continue to play, a huge role in

that are coming, be it robotic technol-

enabling this digital economy by

ogy or Artificial Intelligence (AI). It

bringing out national capabilities while

means we don’t reach too far where

leveraging outside capabilities to truly

we can’t go but we are aware of what’s

build the nation.

coming and can prepare our people

On TelkomGroup’s journey to establish Indonesia as a global digital hub, it can

for these technologies of the future.” Digital transformations often require w w w.gi ga bi t ma ga z in e. com

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PT TELKOM INDONESIA (PERSERO) TBK (TELKOM)

SHM

MOS MAN LON DUB PRS

EIG

LUX

MRS

MDR

AMS FRA SWI

MLN PAL

LSB

WRS KIV VNA SOF SEO

IST

TYO SHA

258

ALG

CAI

ND

RGN

SJC

BKK HAN

IMEWE BBG SEA-ME-WE 5 SEA-ME-WE

DUM 4 BTM

SG

JKT

BSW

SBYDPS

IGG JHB

DECEMBER 2018

APCN-2

TWN

MAC DUB

DJI

SHI

HKG

RYD

C2C

DVO MDO

DIL


A S I A – PA C I F I C

SJ

TOR CHG

JUS

NYX

UNITY

SLO

LAX

ASH

FASTER TNG-IA

HWI

259

AAG

GUA

SEA-US

“TelkomGroup deploys around 160,680km of terrestrial and submarine cable networks domestically and globally including South East 'Asia – Middle East – Western Europe – 5' (SEAME-WE 5) cable system and a 'South East Asia United States' (SEA-US) cable system. To connect the European,Asian, and American continents, currently we are building Indonesia Global Gateway (IGG) submarine cable system”

SP

— Abdus Somad Arief, Director of Wholesale and International Service, Telkom Indonesia

w w w.gi ga bi t ma ga z in e. com


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partners, we create lasting value for our customers, working to empower people, enrich home life, and inspire innovation in organizations of all shapes and sizes. At Huawei, innovation focuses on customer needs. We invest heavily in basic research, concentrating on technological breakthroughs that drive the world forward. We have more than 180,000 employees, and we operate in more than 170 countries and regions. Founded in 1987, Huawei is a private company fully owned by its employees.

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A S I A – PA C I F I C

261

a change in culture and process.

exemplified best by the company’s

Even for the largest telecommunica-

Global Talent Program. Somad Arief

tions provider, this is no different – but

explains: “We send our people out to

attempting to adopt a new operating

our subsidiaries in over 11 countries

model into a business that has

and we do so with the purpose of

been incredibly successful can prove

training them directly in the field.

difficult. Nevertheless, Somad Arief

“It gives them practical knowledge

points to an intense focus on cultural

and skills in digital business but

change within the company that

looking more internally, we also have

overcomes this challenge. This is

an initiative designed to nurture the w w w.gi ga bi t ma ga z in e. com


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262

creative millennial employees because

businesses to contribute to Indonesia’s

they are growing to be the leaders of

digital economy. Through this program,

the future.”

TelkomGroup inspires employees to

This initiative is called the Digital

collaborate and provides them a true

Amoeba programme. Launched in 2017,

platform to think differently, ultimately

the program was designed to incubate

incubating those ideas and incorpo-

and accelerate ideas (digital innova-

rating them into the market through

tion) from Telkom employees in order

new services and products.

to create digital talents and digital DECEMBER 2018

TelkomGroup’s core mission is one of


A S I A – PA C I F I C

263

“We also have an initiative designed to nurture the creative millennial employees because they are growing to be the leaders of the future” — Abdus Somad Arief, Director of Wholesale and International Service, Telkom Indonesia

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DECEMBER 2018


A S I A – PA C I F I C

$1.37trn Approximate revenue

(September — 2018)

1965

Year founded

24,065

Approximate number of employees (TelkomGroup — 2017)

265

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PT TELKOM INDONESIA (PERSERO) TBK (TELKOM)

transformation and development which prepares for and stays ahead of the growing digital economy of Indonesia. As a matter of fact, the company’s vision of becoming the ‘King of Digital in the Region’ will see TelkomGroup become the top 10 market capitalisation telco in Asia-Pacific by 2020. This is a relatively short timeframe but Somad Arief believes that 2018 will go down in the company’s history as a crucial year. “This year has been our initial year as we began our journey to 266

creating this global digital hub and it’s the year in which we aggressively built the digital infrastructure,” he says. “But of course, the infrastructure is only the foundation. Now it’s time to build on that foundation and fill the ecosystem. “Our immediate goal is to complete our connectivity infrastructure through our data centres. We have 11 in Indonesia, but the Group has five across Singapore, Hong Kong and Timor Leste which are seamlessly connected. So, for us, 2019 is the time to fill this infrastructure with the players and to begin this ecosystem of collaboration.” The presence of neucentrIX as a neutral data centre and internet exchange and DECEMBER 2018


A S I A – PA C I F I C

“The infrastructure is only the foundation. Now it’s time to build on that foundation and fill the ecosystem” — Abdus Somad Arief, Director of Wholesale and International Service, Telkom Indonesia

other infrastructures such as submarine cables system, PoP, satellites, along with the development of digital society, is expected to not only drive the digital economy in Indonesia but also make a global impact. Through digital transformation, TelkomGroup is building Indonesia up as a centre of digital business in the Asia Pacific region to become a true Global Digital Hub.

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268

A digital transformation of

the customer experience WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

MIK E SADR

DECEMBER 2018


A S I A – PA C I F I C

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S H E R A P U B L I C C O M PA N Y L I M I T E D

Leading the way in the roofing and walling industry with its creative flare and pioneering spirit, SHERA has implemented new technologies to transform the customer experience. We spoke to Vice President of Information Technology, Athikom Kanchanavibhu

R 270

anked as the consumers’ number one provider of fibre cement building material in Thailand for the seventh consecutive

year in a row, Shera Public Company Limited is widely revered across the fibre cement industry. However, having operated for more than four decades, the business is routinely aware of its need to remain adaptable and responsive to the ever-changing needs of its customers, by investing in new technologies while upskilling its workforce to retain its global position. As innovations such as the Internet of Things (IoT), predictive analytics and intelligent innovation continue to gain momentum, manufacturers are increasingly looking at new, agile ways to create a seamless infrastructure to transform business processes, not only to improve efficiency, quality and safety across their operations, but to remain profitable year-on-year across an emerging digital landscape. DECEMBER 2018


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A S I A – PA C I F I C

Responsible for overhauling SHERA’s business processes to further engage and enhance the quality of its products and services, Vice President of Information Technology, Athikom Kanchanavibhu, has sought to fully disrupt the market, viewing technology as one of the key tools for growth, not only for distributors and retailers that sell SHERA’s products, but for its contractors, architects and home owners that use its innovations. “There is a lot of discussion at management level surrounding digital transformation strategy, how to integrate technologies and conduct

“Consumers are now expecting products to be more varied in terms of patterns and colours. We need to be flexible enough to allow that tradeoff” — Athikom Kanchanavibhu, Vice President of Information Technology, Shera Public Company Limited

surveys to understand not only our customers, but also our stakeholders,” he says. “We are in the middle of our journey with over 20 projects in progress. In the past 18 months, we have completed quite a number of

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S H E R A P U B L I C C O M PA N Y L I M I T E D

274 projects, such as corporate network and cloud infrastructure transformation while utilising new digital solutions, such as sales force automation to transform how our fields sales approach our customers.” Whilst SHERA has previously focused on how much it could sell to its customers, through its digital transformation it has sought to invest in the development of new cloud-based technologies on Microsoft Azure, transforming its outdated processes to gain a greater understanding of its customers’ sales and inventory situation, enabling more collaborations to focus on generating demands from end-users. DECEMBER 2018

“Our centralised Palo Alto firewall has also enabled us to have better security and visibility across our factories and head office” — Athikom Kanchanavibhu, Vice President of Information Technology, Shera Public Company Limited


A S I A – PA C I F I C

CLICK TO WATCH : ‘SHERA CEDAR ROOFING’ 275 “We now understand more about how our products are sold to customers. In terms of our IT operations, Microsoft Office 365 and chat bots have been transforming our communication standards internally. We have restructured our team to have people focus more on new digital technologies, evolving teams together in the business direction we are going. Our business data are now on multi-cloud, so we are equipping people with analytics tool to extract business insight from growing data that we continue to integrate from new digital solutions,” he says. Focusing on its shipping capabilities and the quality of its products, SHERA is aware w w w.gi ga bi t ma ga z in e. com


S H E R A P U B L I C C O M PA N Y L I M I T E D

276

of the need to provide agile services,

thing handled by us will be simplified,

built with the customer in mind.

from purchasing the products to the

“In the past, we made a product with

installation by contractors. Another

a set choice of design, but consumers

area of focus is customer needs for

are now expecting products to be

products that promote safer and

more varied in terms of patterns and

healthier home living, these are

colours. We need to be flexible enough

example of things we are thinking

to allow that trade off. This is some-

about at the moment.”

thing we are addressing. Another focus

Across its manufacturing operations,

is on making things more solution

SHERA has been focusing on two

centric,” he explains.

essential areas: one being preventive

“Although we have been innovating

maintenance, the other is quality

on the product itself, we also need to

control. Working alongside a number

be pushing forward the solution. Every-

of vendors, SHERA has gained the

DECEMBER 2018


A S I A – PA C I F I C

“We have restructured our team to have people focus more on new digital technologies, evolving teams together in the business direction we are going” — Athikom Kanchanavibhu, Vice President of Information Technology, Shera Public Company Limited

E X E C U T I V E P R OF IL E

Athikom Kanchanavibhu

Athikom Kanchanavibhu is Vice President of Information Technology at Shera Public Company Limited, responsible for overall strategy and execution of all IT pillars and co lead digital transformation programmes with other business executives in Thailand and investment countries. He has 18 years of experience in IT & project management, as well as diverse technical proficiency to connect the dots between business and technology. Prior joining Shera, he already had experience working with global FMCG company like Nestle and leading consulting firms like Accenture, IBM, AtoS on various scale transformation initiatives for leading companies in 7 industries. He has B.A. in MIS and MBA from Chulalongkorn University, and holds PMP certification from Project Management Institute (PMI).

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S H E R A P U B L I C C O M PA N Y L I M I T E D

ability to monitor and capture vital data,

“Our centralised Palo Alto firewall has

which has been analysed to transform

also enabled us to have better security

its production operations. Machine

and visibility across our factories and

learning technology is also being

head office,” adds Kanchanavibhu.

explored to further enhance and

“Previously, if a malfunction or break-

automate manufacturing process.

down in equipment occurred, the

In terms of network and firewall

company would suffer both in down-

infrastructure, SHERA removed five

time costs and productivity, particularly

vendors and partnered with Thailand’s

as different sites held alternate policies.

largest mobile phone operator and

Utilising a decentralised model made

leading ICT Service Provider, AIS,

processes difficult to manage and led

which has seen the business build

to inconsistencies.

a robust ICT infrastructure across

“We took time to review all network

its operations.

security policies between six different

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A S I A – PA C I F I C

C OMPA N Y FA C T S

• Ranked the number one choice for consumers in the use of fibre cement building material in Thailand for the seventh consecutive year in a row • SHERA has sought to invest in the development of new cloud-based technologies, transforming its outdated processes to gain a greater understanding of its customers situation and needs • SHERA has been focusing on two essential areas: one being preventative maintenance, the other quality control

locations and public internet. With that, we migrated simplified single policy to the new Palo Alto firewall. Everyone is now under a single policy and our visibility is greatly improved. We have just one centralised dashboard to effectively monitor every traffic, including cyber security threats in our networks across factories, private cloud data center and office locations. Our users also get access to network via automatic single sign-on authentication between Active Directory and new firewall.” By moving all its operations into the cloud, employees are also able to work on the move, creating a seamless experience, bolstering collaboration. w w w.gi ga bi t ma ga z in e. com

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• Partnering with Thailand’s largest mobile phone operator and leading ICT Service Provider, AIS, has also seen the business build a robust ICT infrastructure across its operations • By moving all its operations into the cloud, employees are also able to work on the move, creating a seamless experience and bolstering collaboration. • Sales teams are utilising new salesforce automation (SFA) system, leading the business to fully eliminate traditional paper-led processes to fully engage its customers.

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A S I A – PA C I F I C

Sales teams are also utilising a new salesforce automation (SFA) system, leaving the business to fully eliminate traditional paper-led processes to fully engage its customers. “We have fully equipped our field sales with SFA tools from mobileOne. They now have proper route planning for visiting several thousand customers across Thailand on their mobile devices. At the same time, our management team can see all the information in real time,” says Kanchanavibhu. “Aside from that, in terms of cloud infrastructure, we have moved our on-premise data centre to cloud. Our vendor, TCC Technology, has been working closely with us to successfully migrate all our critical applications and servers to run on private cloud.” Whilst the business has been a roaring success for more than four decades, it will remain imperative for SHERA to remain ahead of the curve, enabling employees to embracing new technologies in such a digitally-led climate and fully skill up its diverse employee demographic. “All of this takes some form of effort,” notes Kanchanavibhu. “When we moved to Office 365, it was a big w w w.gi ga bi t ma ga z in e. com

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change compared with how people worked in the past. Now, they can do it all through web-based applications. We need to educate our people about the benefits that can be unlocked through moving to the cloud, as well as new technologies which we implement.� As the company remains steadfast on its digital journey, removing outdated legacy processes and promoting connectivity, SHERA has transformed its processes, leading to increased quality, safety and compliance across its operations. With 3,000 employees 282

throughout its headquarters in Bangkok, its five manufacturing and distribution plants in Thailand, its three and expanding oversea offices, the company will continue to provide essential employment opportunities, support local talent and further its world-class reputation for its customerled services, sustained by innovation.

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“We have equipped our field sales with SFA tools from mobileOne. They now have proper route planning for visiting several thousand customers across Thailand on their mobile device” — Athikom Kanchanavibhu, Vice President of Information Technology, Shera Public Company Limited

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FWD Thailand:

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promoting engagement across the insurance sector WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

A LE X PAGE

DECEMBER 2018


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FWD INSURANCE

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Growing rapidly across Asia, FWD Insurance has become renowned as a dynamic player in Thailand’s insurance market

F

ocused on creating fresh customer experiences through the use of digital

Singapore, Vietnam and Japan. FWD in Thailand, however, is focusing on life insurance, employee benefits

technology, FWD Insurance has

and investment-linked insurance.

a vision to change the way people

Such is its impressive growth, the

feel about insurance.

business has become renowned

Providing life and medical insur-

in Thailand’s insurance market, with

ance, general insurance and

over 800,000 customers nationwide,

employee benefits, it has expanded

earning the country’s top company

its footprint to Hong Kong, Macau,

award in insurance by Business Plus

Thailand, Indonesia, the Philippines,

Magazine in conjunction with the

DECEMBER 2018


A S I A – PA C I F I C

287

University of the Thai Chamber of

engage with traditional services,

Commerce this year, as well as CMO

companies are frequently investing

Asia’s Thailand Brand Leadership

in new tools in order to appeal towards

Awards in its insurance category.

a wider target audience. Millennials,

Recently in 2018, FWD Thailand earned

in particular, are demanding greater

the Best Contact Center Award and

accessibility, rapid engagement and

the Best Corporate Social Responsibility

a greater choice of products and

Award from Thai Contact Center Trade

services at affordable prices.

Association. As technology continues to revolutionise the way we live, work and

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the region. Our n supporting life alysis to product

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FWD INSURANCE

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“Our uniqueness is that we are the insurance company with a startup mindset. We’re working very fast – we try to give experiences to the customer that work; get feedback quickly, and continuously improve our propositions” — Verapat Chantaravannakul , Chief Information Technology Officer

Health Insurance, Verapat Chantaravannakul joined FWD Thailand in 2016 to implement its long-term digital strategy and become part of an exceptional, award-winning business. Appointed as Chief Information Technology Officer, Chantaravannakul has delivered new initiatives whilst maintaining everyday functionalities. He has also launched new ways of working in alignment with the company’s vision. By fully adopting an entrepreneurial leadership style, he has promoted agility across all business fronts. “I’m always the one who jumps up to do something new. It is about inspiring people with a new mindset to change their processes using technology to better serve the customer. It is not just about the tools, it’s about people’s mindsets,” he says. “Our uniqueness is that we are the insurance company with a startup mindset. We’re working very fast – we try to give experiences to the customer that work; get feedback quickly, and continuously improve our propositions.” With over 25 years’ experience, Chantaravannakul has gained a greater

DECEMBER 2018


A S I A – PA C I F I C

CLICK TO WATCH : FWD INSURANCE PROFILE 291 understanding of the value that technol-

better understand who they are as a

ogy can bring. However, this is with the

person. What are their key strengths

caveat that longstanding employees,

against particular areas of improve-

some with decades of experience

ment? At the same time, infusing the

at the company, have to also see this

Agile mindset and Lean thinking, which

value in order for the business to reap

we believe are the key ingredients for

financial rewards.

our highly dynamic and fast-moving

Providing mindset and culture training which is open for any interested

environment” adds Chantaravannakul. For FWD Thailand, ‘digital’ doesn’t

employee, the business has therefore

solely encompass IT or technology,

focused on making its workers more

but is a mixture between customer

agile and has also worked to enhance

centricity, marketing, operations and

their emotional intelligence.

IT. Over 150 people from multiple

“We can customise our courses which are open for all employees to

departments consequently form part of its digital operations. w w w.gi ga bi t ma ga z in e. com


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“[Digital transformation] is about inspiring people with a new mindset to change their processes using technology to better serve the customer” — Verapat Chantaravannakul , Chief Information Technology Officer

293

CHANGING MARKETS

in-house technology leaders. This

Combining a fast-moving market with

provides the advantage of fast-moving

its ambition to provide outstanding

technology skillsets and the alignment

customer experience and change

with business domain knowledge.

peoples’ views on insurance, FWD

“The cost of technology is approxi-

Thailand has sought to utilise a blend

mately the same everywhere but when

of in-house and outsourced solutions.

it comes to implementing these technol-

Whilst its in-house team has focused

ogies, especially in the insurance

on its business domain and use of

industry, the customisation to fit

available technology, as well as all

local culture, regulation and local

integration and all governance

recreation is mandatory,” explains

requirements, its exploration of new

Chantaravannakul.

technologies has been outsourced with close collaboration along with

“The challenge is balancing the standard technology used which w w w.gi ga bi t ma ga z in e. com


FWD INSURANCE

FWD INSURANCE

• F WD Thailand has a vision to change the way people feel about insurance. • F WD Thailand has expanded its footprint to Hong Kong, Macau, Thailand, Indonesia, the Philippines, Singapore, Vietnam and Japan. • O ver 800,000 customers nationwide • The company has earnt the country’s top company award in insurance by Business Plus Magazine in conjunction with the University of the Thai Chamber of Commerce (2018) 294

• Verapat Chantaravannakul joined FWD Thailand in 2016 to implement its long-term digital strategy and become part of an exceptional, award-winning business. • Through engagement platform application, FWD MAX, customers are able to earn loyalty points which can be redeemed at various places, such as coffee shops, wellness and lifestyle recreational facilities. • The company’s call centre has been recognised as one of the most distinguished customer contact centres in Thailand, winning the Consumer Protection Call Centre Award in 2017 • F WD Thailand renewed its existing partnership with bank partner, TMB Bank, in 2017, forming a critical part of its growth

DECEMBER 2018


TECHNOLOGY

gives us better leverage in terms of cost, but also the local customisation. This is quite a challenge, but we handle it quite well.” Delivering an array of products, FWD’s Call Center and Chatbots remain areas which provide direct impact to the customers. Additionally, its API Gateway and microservices platform on the cloud have guaranteed further flexibility and a quicker time to market. Through engagement platform application, FWD MAX, customers are also able to gain rewards. By tracking their activity, such as jogging and running, customers can earn loyalty points which can be redeemed at various places the company is partnered with, such as coffee shops, wellness and lifestyle recreation facilities. Across its entire portfolio, personalised customer services have become vital to FWD Thailand’s success. Through its customer portal, big data and customer analytics are utilised in order for the business to gain a greater understanding of customer needs, where various products and services are then matched to each customer. On top of using popular instant w w w.gi ga bi t ma ga z in e. com

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There is growing demand from distributors to provide information anytime, anywhere on any device. Also, they would like to transact business while they are on the field so that they can spend more time on field with customers than in the office. They are looking for insurers to provide qualified leads, timely alerts, intelligence on a prospect or existing customer, so that they can propose right products to improve share of wallet. All these growing demands is pushing insurance companies to transform Distribution models, distribution operation and also way of doing business to remain ahead of the competition. They are compelled to make use of new tools, systems, processes to improve productivity, efficiency and reduce operation cost, which will help them to reduce product pricing to gain competitive advantage. C2L’s focus on end-to-end distribution value chain, SymbioSys suite of solutions that aids in adoption of best practices, deep domain expertise and consultative approach has helped our customers transform their distribution operation, to remain ahead of competition. We are market leader in Asia in Digital distribution with implementation in 12 countries for over 40 customers, with success stories of 100% paperless sales enablement.

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messaging system, LINE, as well as artificial intelligence (AI) and personal agents that engage with customers, the company has retained its call centre, which has been recognised as one of the most distinguished customer contact centres in Thailand, winning the government’s Consumer Protection Call Centre Award in 2017.

SEAMLESS COLLABORATION By embracing long-term partnerships, particularly in bank assurance, FWD Thailand renewed its existing partner-

“The challenge is balancing the standard technology used which gives us better leverage in terms of cost, but also the local customisation” — Verapat Chantaravannakul , Chief Information Technology Officer

w w w.gi ga bi t ma ga z in e. com


FWD INSURANCE

ship with TMB Bank in 2017, forming a

feel about insurance. It is all about

critical part of the company’s growth.

giving something inherently better

“We have been partnered with TMB

to the customer, so the strategy of the

Bank for more than 10 years, and have signed on for another 15 years. I would

two aligned closely.” “Additionally, C2L BIZ is one of our

say it’s a bit unique and not just a

long-term partners, providing service

normal broker or intermediary partner-

and support in several key systems. In

ship. It’s somewhat like the hand and

our front office layer, we are using their

hand management consideration when

SymbioSys platform, which integrates

it comes to thinking about customers,”

well with our core policy admin system.

observes Chantaravannakul.

We also use their Distribution Man-

“TMB said they want to make the

agement System (DMS) for sales

difference in the financial world. We

commission and compensation.”

say we want to change the way people

Throughout its mission to revolution-

298 E X E C U T I V E P R OF IL E

Verapat Chantaravannakul Verapat has been at FWD Life Insurance Thailand since 2016 as Chief Information Technology Officer, overseeing all aspects of IT initiatives, software development and IT infrastructure. He is passionate about digital transformation, starting from the paradigm shifting in people mindset and working closely with the business units to deliver new value to the customers. Prior to this role, Verapat was the CIO of Generali Insurance Thailand and the Business Transformation and IS Director for Bupa Health Insurance.


A S I A – PA C I F I C

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ise the customer journey, FWD Thailand’s sister company, PCCW Solutions, has also become significantly advanced with regards to its technology. Furthermore, the company’s partnership with system integrator, Golden High, has supported the company to overhaul its customer communication engagement platform. “Golden High have been providing the service for our sister entities in Hong Kong, as well as other countries where we market,” notes Chantaravannakul. w w w.gi ga bi t ma ga z in e. com


FWD INSURANCE

“Golden High have expertise in terms of handling this communication management platform and have been selected as our lead implementer in Thailand. They are really flexible, and I like them because in FWD Thailand we work our technology enabler from a businessvalue-creation point of view and they are flexible enough to adjust themselves and embrace our Agile way of working.”

300

“We will use technology throughout our transformation to change the inside of our organisation, while also innovating products and services which we give to our customers” — Verapat Chantaravannakul , Chief Information Technology Officer

DECEMBER 2018


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301

With the aim to change the way

destination? The world changes so

people feel about insurance and

fast, but one thing we know, we have

better serve its customers through

to hold to the heart in giving the best

the use of digital technology and data,

to our customers, which remains the

FWD Thailand will continue to look at

first priority for us.”

further opportunities to drive the business forward. “We will use technology throughout our transformation to change the inside of our organisation, while also innovating products and services which we give to our customers,” observes Chantaravannakul. “But then what would be the w w w.gi ga bi t ma ga z in e. com


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Digital Realty spearheading Sydney’s data centre market with digital disruption WRIT TEN BY

NIKI WA LDEGR AVE PRODUCED BY

GLEN WHITE


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D I G I TA L R E A LT Y

Digital Realty has just opened its third Sydney facility. Its Director of Construction, Daniel Howard, tells Niki Waldegrave why it’s so important to the APAC footprint

D

igital Realty prides itself on delivering a portfolio of data centre solutions with a record of 99.999% uptime

for the past 11 consecutive years, equating 304

to more than 1.7 billion operating minutes, unmatched by any other data centre provider in the world. It has more than 195 centres globally across over 30 markets throughout Europe, North America, Asia and Australia, servicing top-tier clients including Facebook, IBM, AT&T, LinkedIn and Equinix. Its Sydney data centres are hugely important to its Asia-Pacific business and SYD 11 – its new Digital Erskine Park 2 Data Centre – is the new kid on the block, following the adjacent SYD 10 facility. The SYD11 facility on 13-23 Templar Road is the largest facility the business has built in Australia and is located adjacent to its existing data centre in Erskine Park, which opened in November 2012. DECEMBER 2018


A S I A – PA C I F I C

It opened to much fanfare on the 15th November and is a 16.8MW two-storey, six-data hall facility data centre with office space. MV Power Generation (11kV) is installed within the SYD11 facility, capable of efficient and fast demand response and to date, the capital investment for the facility is around $100 million, with another $50-100 million to go. “We’re just finishing at the moment, putting the final polish on,” says Daniel Howard, Digital Realty’s Director of Construction APAC. “It’s a two-story data centre and we are using the lightest technology in lithium battery UPSs, which has given us a much more streamlined footprint, so we can fit more power into a small space in comparison to our previous generation data centres, such as the SYD10 Erskine Park I facility. “We’ve got MV Power Generation so we’ve got the ability to come off grid quite simply now and can support the whole site with generation. This allows us to match the generation capacity to the load experienced at the time, whereas, with the traditional or low-voltage generation system you can’t really w w w.gi ga bi t ma ga z in e. com

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A S I A – PA C I F I C

align your generators that well with the

Interest in the building is off the scale

load, so you can quite often end up run-

due to Sydney being a global hotspot

ning more generators than you require.

for innovation. It boasts the biggest

“But with the MV generation, we can

tech start-up ecosystem in Australia

select which generators are required

and ranks 16th among 20 cities on the

and match it to the load that’s experi-

Start-up Ecosystem Index, with 64%

enced on that day. We’ve completely

of Australian tech startups in Sydney.

fitted-out the first level – half the building

“The demand that’s in the market in

– with IT power ready to go so you can

Sydney at the moment is unprecedented

power-on generators.”

with regards to data centre capacity,”

The next phase to be fitted-out with

adds Howard, who is an expert in the

UPSs, generators and capacity is

delivery of complex data centre projects,

the ground floor, and that should be

with experience in project management,

completed by the middle of next year.

design management, construction

E R S K INE PA R K , S Y DNE Y

Digital Erskine Park 2 is a new facility located adjacent to our existing data centre in Erskine Park. It is a 19MW facility to be built in phase with 9MW ready in Q4, 2018. Digital Erskine Park 2 has the ability to reach out to PIPE-IX , the 2nd largest IX in Australia in Digital Erskine Park 1.

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D I G I TA L R E A LT Y

management and property development. He built the SYD10 Erskine Park I facility in his previous role at FDC Construction before moving client side. “This building may be completely filled up within a year of its opening, which is exciting in itself. We have existing customers that are energising or going live very soon after we hand it over to them, so we’ve fitted-out two of the six data halls and we’re in discussions about the remaining four data halls to be leased. “We’ve built-in the SCEC requirements within the fabric of the building so that any 308

customer coming in can upgrade their data suites to SCEC which allows for the government work. It’s exciting to see so much interest in the building, and in contrast to our previous buildings, that has probably been a steady fill over a four-year period.” When it comes to construction, the business’ partners include key contractors, including A.W Edwards, Barnwell Cambridge for electrics, D&W Plumbing, Cummins, Schneider and Parratech. “Construction is always challenging,” he explains, “but we’ve got well-established relationships – and when you’re working with people that have worked with you before, it makes it a lot easier.

DECEMBER 2018

“The demand that’s in the market in Sydney at the moment is unprecedented with regards to data centre capacity” — Daniel Howard, Director of Construction, Digital Realty


A S I A PA C I F I C

CLICK TO WATCH : ‘DIGITAL ERSKINE PARK 2 ­— CONSTRUCTION UPDATE IN SYDNEY, AUSTRALIA’ 309 “We grab our knowledge from across the globe. We’ve got our design construction centre in Boston and we use our experience across all the facilities globally in both building construction techniques and technology.” The cooling system in SYD11 is a Vertiv DSE CRAC unit with rooftop condensers which provide indirect free cooling via pumped refrigerant technology achieving an industry leading PUE. “It’s what they call an ‘indirect free cooling system’,” he adds. “It has a roof-top economiser and pump refrigerant that uses the outside air to cool the facility without having

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D I G I TA L R E A LT Y

to bring the outside area into the facility.

sort of Virginia-Dallas DSE units,

“We’re the only company in Australia

whereas in Europe we use an indirect

that I’m aware of that’s using the BSE

adiabatic solution because it’s got

system and we pioneered that with

a cooler climate.”

Vertiv in the United States for our US

Indirect adiabatic is essentially

systems. We’ve applied it in Australia

a cooling system that relies more on

because it’s a very good climate for

water than it does power. In European

us so we’re getting low PUEs across

regions such as Dublin, for example,

construction, high reliability with the BSE

where you’ve got the maximum temp-

system and just overall energy efficiency.

eratures of 30 degrees, you’re able

“The major variable with technology

to use that with much less energy.

is generally cooling equipment based

“In Australia, we need to have provi-

on different climates around the world.

sions for the 45-46 degree days that

In Sydney, we’ve gone with the US-style

we have every now and again,” he adds.

310

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A S I A PA C I F I C

“In Sydney, we’ve gone with the US-style sort of Virginia-Dallas DSE units, whereas in Europe we use an indirect adiabatic solution because it’s got a cooler climate” — Daniel Howard, Director of Construction, Digital Realty

“We need equipment that will accommodate for that but also when it’s not 45 degrees it’s still very efficient, and that’s where the BSE system has come into play.” Digital Realty has also just secured land for the construction of another two-story building nearby (Sydney) of around 16,000 square metres which will go through the planning approval process in tandem with fitting-out the remainder of SYD11 so there is another facility ready to go as soon as that capacity is leased-out. 311

E X E C U T I V E P R OF IL E

Daniel Howard

E X E C U T I V E P R OF IL E

Howard from a construction background, which is a bit different, as in Name isHere the data centre world, many mechanical-electrical engineers Approx 100 words quam aut aut eaturi sequi quiasit, qui come from adolupta consulting background. He acienimi, actually built theconem SYD10 quo facility for the builder cusdand enistium offici before intocone the client side role, Sundant which is as unique in de the industry. blaudimoving occumqui laborep ratur? rempe “I’m sure I’m sequo not theomnisitem first one that’s a construction backvoluptu ribus, laut acome dolutfrom occulparum ground to do that,” he says, “butende coming from a concrete hillant quibus mi, voloreprovit deres aliandit harit, and steel background to con electrical equipment, power factors, kilonet, offic temperro experat. Cum faccum quati officiet watt cooling BSE unitsfaccum has been of a transformation.” peresti ncitiaand in restrum quoa bit el illuptam dolupta Howardalitaquo is an expert in thevellant. delivery complex Data erempor tem secae Ta of quid qui veliqui Centre Projects to meet the demanding requirements of nobitius diti atibusa consediossit evel ius des qui con ped modern data totatust centres, dis with experience in Project Managequam, sedit, nonsequ aepernam fugiti conestoment, Design Construction Management and tas everes id Management, ut autem et moluptius. Igenis soloribus accate Property Development. sendit, que nos et que ebit et omnih.

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D I G I TA L R E A LT Y

“It’s good to be in a position where as soon as we’re finishing one building, we’re thinking and acquiring land for the next,” adds Howard. “The key

$2.475bn Approximate revenue

thing about Erskine Park is that there are probably three hubs in Sydney at the moment. “You’ve got one hub in and around the airport where a lot of the sub-sea cables are landing, which have the connections to the rest of the globe up to Singapore and Guam and over to the US and New Zealand. “The next hub is probably the Macquar312

2004

Year founded

1,436

Approximate number of employees

ie Park area, and then, the last hub is out in the Erskine Park Eastern Creek area. The major attraction to that area is the ability to do large scale because of the power availability in that area.” There are multiple data centres within the area, so it’s carrier-rich, with lots of

“We’re looking for sites that are around

communications cabling around the

two to four times the size of our existing

area, and the Western Sydney Bulk

sites,” he adds. “We’re now looking at

Supply Point Substation – a 1500 MVA

six to 10-hectare sites; that’s just an

transmission station – is connected

indication of which way we’re going.”

directly to the power station. Next on the construction agenda for

“In Osaka, we’re working on developing the next 70 megawatts of IT load

Digital Realty is doubling the APAC

for our clients and the market. We’re

footprint, with the new space in Sydney,

also undergoing a process of procuring

land in Melbourne and acquiring more

renewable energy and that’s where the

space in Singapore, Osaka and Tokyo.

data centres have the biggest impact

DECEMBER 2018


A S I A PA C I F I C

313

with regards to energy consumption.” Howard, who was the project manager

“It’s very important that the contractor relationship ensures that the people

for the general contractor client side

who are doing the work are aligned

and organised all the steel and trades

with what you’re trying to achieve.”

for the first three Sydney facilities, will be overseeing all the builds. He’s worked with all the vendors at a direct level, as well as being the one step away from it, and says “It’s a good thing because we’ve got a very good relationship with the contractors. w w w.gi ga bi t ma ga z in e. com


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AFRICA

SBM LEVERAGES TECHNOLOGY TRANSFORMATION TO SYNERGISE ITS GLOBAL OPERATIONS

WRIT TEN BY

OLIVIA MINNOCK PRODUCED BY

JUS TIN BR AND

w w w. g i g a b i t m a g a z i n e . c o m

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SBM BANK

SBM’S ASHWIN RAMPHUL DISCUSSES HOW THE COMPANY’S DIGITAL TRANSFORMATION JOURNEY IS ALLOWING IT TO LEVERAGE THE LATEST TECHNOLOGY TO SYNERGISE ITS GLOBAL OPERATIONS

C

urrently the second largest bank in the country with a 25% market share, SBM Bank (Mauritius) Ltd is part of the SBM Group, a leading financial

group in Mauritius, with over 1,600 employees in Mauritius and a growing international presence. The Group is 316

also present in Kenya, India and Madagascar and, from early next year, the Seychelles. Last year, SBM Group acquired a majority stake in Kenya’s Fidelity Commercial Bank Limited followed this year by the acquisition of selected assets and liabilities of Chase Bank (in receivership), which has positioned SBM Bank (Kenya) Ltd as a top Tier 2 Bank on the Kenyan market, with more than 60 branches across the country and around 700 employees. SBM is also the first foreign bank in the world to have obtained a Wholly Owned Subsidiary Licence from the Reserve Bank of India to operate as a full-fledged wholly owned subsidiary on the Indian market. SBM is also expected to start operations in the Seychelles early next year. With digitalization as one of its strategic pillars, the bank is working to leverage the industry leading technology platform from Infosys Finacle, to provide the best possible customer experience in a digital world, as well DECEMBER 2018


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317

as improve its operations from within. Head of IT Application at SBM, Ashwin Ramphul, was keen to discuss this digital transformation. Ramphul boasts 18 years of experience in IT, and has been heavily involved in the implementation and management of core banking systems and digital solutions for a number of financial institutions across Africa, Mauritius and the Indian Ocean. w w w. g i g a b i t m a g a z i n e . c o m


SBM BANK

Ramphul spent most of his career in the banking and consultancy space,

get the project done and by April, it

where he occupied a number of key

had successfully gone live.

positions in IT, and recently joined SBM

318

and his team hit the ground running to

Keenly aware of SBM’s place in the

where he was ready to take on new

banking sector, Ramphul believes it is

challenges within the finance industry.

“imperative” for SBM to implement

At SBM, Ramphul is responsible for

innovative digital solutions in order to

all IT applications used on both the

surpass its main competitors. This is

customer side as well as internally. He

key not only in terms of customer

also heads the Project Management

service (with the likes of SBM’s new

Office and the Business Solutions Group.

mobile banking platform), but also in

“When I joined the bank in January,

the inner workings of the bank itself.

one of the key projects was the upgrade

“If we want to go digital outside, our

of the internet banking and mobile

processes and operations within the

banking platform,” he recalls. Ramphul

bank need to be fully digital as well,”

“We can’t go digital outside if our processes and operations within the bank are not truly digital” — Ashwin Ramphul, Head of IT Application, SBM

DECEMBER 2018


AFRICA

he explains. “That’s why we’re really

With this in mind, SBM has invested

looking at the end-to-end and inside-

in digitalising and improving internal

out processes.”

processes and efficiencies, while also

Part of SBM’s aim is to offer potential

enhancing customer experience.

digital channels to fulfil customers’

Processes within the bank are being

expectations and financial needs. “In

robotised and several avenues are

Mauritius, traditional branches still

now being explored to enable the bank

have a big role to play in serving

to become a “truly digital financial

customers,” he explains, citing the

services institution”.

country’s ageing population who will

“We’re looking at RPA, AI and data

always prefer going to their local

analytics, and at some point we were

branch and having someone to talk

also investigating the use of Blockchain

to, meaning a balance must be struck

technology – our intention is very strong

between digital innovation and the

on these fronts,” says Ramphul. For

expectations of clients.

example, Infosys Finacle RPA is now E X E C U T I V E P R OF IL E

Ashwin Ramphul is Head of IT Application at State Bank of Mauritius (SBM). He joined the company in January 2018 and has been responsible for digital transformation at the bank, including the upgrade of its internet and mobile banking platforms. Previously, Ramphul worked at MCB Group, the largest bank in the country, for 16 years and was responsible for core banking systems. Ramphul holds an MSc in Analysis, Design and Management of Information Systems from the London School of Economics and Political Science, which he obtained following a BSc in Business Information Systems with Management at Middlesex University. w w w. g i g a b i t m a g a z i n e . c o m

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SBM BANK

used to process inward remittances at SBM – this has reduced processing time from over 15 minutes to just 2-3 minutes, and as Ramphul adds: “The advantage with robots is that they operate on a 24/7 basis.” With operations spanning in Kenya, India and soon the Seychelles, Ramphul is keenly aware that SBM’s customers will increasingly demand and expect to be able to bank digitally at their convenience. “We’re present in countries where innovations and digital solutions have really hit the roof. India is like 320

a honeypot where digital solutions are concentrated, and Kenya has the highest digital penetration point in the whole of Africa. Our technology partners such as Infosys Finacle have tremendous experience in these markets, and we are constantly leveraging their expertise. One of the key things with technology is user experience, so revamping the user interface for our internet banking and mobile banking customers was a necessity. We really felt they needed to have a proper user experience (UX), which is more modern, more appealing and more user friendly, so it was necessary to move to a more digital-friendly solution for DECEMBER 2018

“With technology, we are able to deploy our staff to do true value-adding tasks and more revenuegenerating initiatives, instead of getting bogged down with administrative tasks” — Ashwin Ramphul, Head of IT Application, SBM


AFRICA

both internet and mobile banking. “Nowadays, everyone has a smartphone and most companies use corporate banking through the internet – so the issue of security is getting a lot more attention,” he adds. “We felt we needed more secure internet and mobile banking solutions than our competitors, so we came up with some security features no other banks have in Mauritius.” One such solution has been the use of biometrics – fingerprint recognition – to access mobile banking. This is a first for Mauritius, and for Ramphul this is a strong message to our customers that SBM values security. Ramphul also comments that to work for a bank which innovates it is imperative to ensure that an optimal level of security is in place. “When I joined SBM, I was pleasantly surprised to see that the level of cybersecurity, and even the level of general IT security, are incredibly strong. Everything is properly controlled and the right tools are in place.” The IT operating model of an organisation also plays a significant competitive role. “Most of our systems are managed by a system integrator,” says Ramphul. “Having said that, we do realise that we cannot rely solely on w w w. g i g a b i t m a g a z i n e . c o m

321


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CLICK TO WATCH : ‘NOU PEI NOU DRAPO! NOU PEI NOU LALIMIER! LAME DAN LAME, NOU LINDEPANDANS!’ 323 third party systems and partners,

system integrators with the expertise

especially when it comes to customer

and technology that are so vital to

service and innovation. The most

development. SBM is therefore working

innovative banking ideas normally

to rebuild some internal capacity for

surface from within the organisation

strategic innovation, and looking at how

and that’s where you get flexibility

to utilise the best technology that will

and rapidity rather than going fully

truly add value to its operations. “For

outsourced. For this, one requires

example, the implementation of robotic

a capable, agile team; flexible technol-

process automation (RPA) in some of our

ogy platform; and reliable partners,”

key processes has yielded good results

he adds.

– this was done with a third-party provider

It’s therefore a careful balancing act between those who work within the

in collaboration with our team.” This kind of collaboration is vital in

bank and understand what it needs and

building the partnerships that make

what the customer expects, and those

SBM work. “If you don’t have a good w w w. g i g a b i t m a g a z i n e . c o m


SBM BANK

“We always do our market research and have a proper business case in place to ensure that any solution we bring in will truly add value” — Ashwin Ramphul, Head of IT Application, SBM

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AFRICA

be at its optimum operating capacity, otherwise it doesn’t work. We really need to be on our toes and make sure everything is being developed in the proper way – it’s not about being a watchdog over them, but being collaborative and guiding them as well as them guiding us and making sure that the relationship is working.” With a well-established international presence, a key challenge for the bank going forward will be to maintain levels of quality and brand expectations whilst also catering for the local communities it serves. “The market context is very working relationship with the service

different in Mauritius, India and Kenya,”

providers, everything goes down the

Ramphul comments, “so before we

hole,” Ramphul comments. “You need

bring in any kind of solution or innova-

to be agile. It needs to be a two-way

tion we always do our market research

working partnership. We can’t just

and have a proper business case in place

expect a system integrator to do every-

to ensure that any solution we bring

thing for us. We need to understand our

in will truly add value.”

customer requirements and communicate those to our service providers.

Already, SBM has launched a plethora of digital solutions and the bank’s digital

“This relationship needs to be devel-

transformation journey is still ongoing.

oped and nurtured, not only in terms of

It has been vital to keep staff on board

contractual agreements – there needs

with all the new developments and

to be trust. We need to understand each

implement proper change manage-

other properly. That’s where a true

ment. “When we launched the new

vendor-customer relationship needs to

internet banking and mobile banking w w w. g i g a b i t m a g a z i n e . c o m

325


SBM BANK

for instance, we had to train all our front-end staff,” Ramphul explains. Corporate customers were accompanied with small teams of experts to ensure they understood the new platforms and the value the changes were adding. “We were present with our corporate customers before and during the launch, guiding them through the new system.” When it came to individual customers, SBM’s customer service centre was vital. “Our contact centre played 326

20%

Domestic marketshare

1973

Year founded

1,500+

Approximate number of employees

an important role in this – we had to ensure that all staff were up to scratch in terms of competency, knowing what the platform was all about. One of the ways of doing this was to involve them in our user testing. They were an integral part of the project,” he says. Ramphul is confident that the bank

trative tasks. The second aspect of

is already reaping the rewards of

technology is in terms of reducing

implementing new digital solutions,

human errors – the cost of errors can

both from a customer service perspec-

be really huge, like a manual error

tive and through automating operations

where a transaction is duplicated and

within the company. “With technology,

processed twice… the risk of this with

we are able to redeploy our staff to do

solutions like robotics is mitigated and

more value adding tasks and more

minimised, so the cost of errors goes

revenue generating initiatives, instead

down significantly.”

of getting bogged down with adminisDECEMBER 2018

Moving forward, SBM will look to


AFRICA

327

synergise its digital solutions across its key markets in order to grow in a sustainable, successful way. “The most important strategic initiative we should really be focusing on is to leverage our group digital offering in Kenya, India and Mauritius, have this digital ecosystem in place and work toward making it a success,� says Ramphul.

w w w. g i g a b i t m a g a z i n e . c o m


Z I M N AT

328

Digitally disrupting the insurance sector in Zimbabwe

DECEMBER 2018


AFRICA

329

WRITTEN BY PRODUCED BY

DALE BENTON JUSTIN BRAND

w w w. g i g a b i t m a g a z i n e . c o m


Z I M N AT

Through a digital transformation, Zimnat brings Zimbabwe’s insurance space into the digital age

F

or over seven decades, the people of Zimbabwe have placed their trust and belief in

Zimnat to protect their assets, manage 330

their wealth and ensure that their assets and funds are passed onto future generations. Over the past two decades, however, the global financial services industry has radically trans-

industry is evolving and as Zimbabwe

formed, and technology has become

further opens its arms to technology

the key driver.

and innovation, we want to be at the

As the global industry continues this

forefront,” says Mustafa Sachak, CEO

evolution, Zimbabwe has been playing

of the Zimnat Group. “We want to

catch up. But with over 15mn mobile

position ourselves as the first ones to

customers and around six million

both create and implement a digital

internet users in 2018 alone, now is the

offering to customers here in Zimbabwe.”

time for Zimbabwe to fully embrace the

As the industry evolves, so does the

technology conversation and leading

customer and Sachak is keen to stress

companies like Zimnat will play a key

that when Zimbabwe fully embraces

role in this shifting landscape.

technology, it will be defined and driven

“From a global perspective, the DECEMBER 2018

by the customer. With more than 15mn


AFRICA

331

w w w. g i g a b i t m a g a z i n e . c o m


AFRICA

“Through our digital transformation we have been able to find customers who would never be able to find us through traditional means” — Mustafa Sachak, CEO, Zimnat

digitally enabled customers, through internet and mobile usage, the financial customer of today demands one thing: speed. “People want convenience and they want ease of use,” he says. “The CEO of Amazon Jeff Bezos put it best when he said that the customers of today are divinely discontent as their expectations are never static. “They will see insurtech offerings happening on the global financial stage and they’ll expect that from us. That’s what set us on our journey.”

E X E C U T I V E P R OF IL E

333

Mustafa Sachak Mustafa is the CEO of the Zimnat Group which includes Zimnat General Insurance, Zimnat Life Assurance, Zimnat Asset Management, Zimnat Microfinance, Grand Reinsurance and Botswana Insurance Company. The Zimnat group has partnered with Sanlam which is now the largest non-banking financial services group in Africa. Mustafa started his career at Motorola in the USA where he spent 10 years in various roles starting as a process engineer before moving to Zimbabwe in October 1996 to pursue a different career path. Mustafa has a BSc in Chemical Engineering from University College London, a BSc in Electrical Engineering from Florida Atlantic University and an MBA from Florida International University.

w w w. g i g a b i t m a g a z i n e . c o m


Z I M N AT

“Our digital journey speaks to our responsibility to educate them and change that perception. That’s our purpose, making people’s lives better. That’s what drives us” 334

— Mustafa Sachak, CEO, Zimnat

That journey is an ambitious digital transformation, not only of Zimnat’s insurance offering but of Zimbabwe’s entire insurance space. As the company prepared to embark on this transformation journey, it needed a roadmap defined by the customer experience. Sachak notes that in this digital age, it is no longer good enough to satisfy the customer. A company has to go above and beyond to exceed the customer expectation and ensure that it is providing the greatest customer experience possible. In the insurance space, the customer journey begins from the very moment they lodge a claim. “From that moment, to the time we

DECEMBER 2018


AFRICA

CLICK TO WATCH : ”TOGETHER WE CAN MAKE LIFE BETTER” 335 actually pay the claim, there are a series

from protecting customers from risk

of touchpoints along the way,” he says.

with financial products to actually

“This digital journey is all about under-

preventing risk in the first instance.

standing and improving that customer

“Data is the new gold,” he says. “Big

experience. Companies that create

Data, Blockchain, Artificial Intelli-

exceptional customer experiences can

gence… technologies like these will

really set themselves apart from their

enable us to leapfrog the competition.

competitors and that’s what we are striving to achieve with Zimnat.” In order to better understand the

“Having the ability to use digital technologies to actually help prevent risk from occurring through making

customer experience, Zimnat has

intelligent predictions, that would be

invested in data analytics. For Sachak,

completely game-changing.”

the long–term ambition will be for

The challenge that comes with data

Zimnat to be able to utilise Big Data and

capture, particularly as an insurer with

Artificial Intelligence in order to move

millions of clients and customers, is w w w. g i g a b i t m a g a z i n e . c o m


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AFRICA

turning that data into a real and quantifiable value. To this end, Zimnat has implemented a number of dashboards that are readily accessible to all internal staff and advisors. Through these dashboards, Zimnat can dig deep into customer data to create a rounded picture of the customers and their behaviour in order to provide them with relevant services and solutions. “Through data analytics we can really personalise our service offering for customers because not all customers will want the same insurance cover,” says Sachak. “Once you start to analyse that customer and look at how they engage with Zimnat then we can offer solutions specific to them.” “At the moment this is very generic, but as we grow and the technology

“Through data analytics we can really personalise our service offering for customers because not all customers will want the same insurance cover, once you start to analyse that customer and look at how they engage with Zimnat then we can offer solutions specific to them” — Mustafa Sachak, CEO, Zimnat

matures here in Zimbabwe there is incredible potential.”

experience. Additionally at the senior

Data analytics in particular is

level, the Zimnat Group has recruited

something that Sachak is extremely

a Chief Digital Officer and a Group

passionate about and has ensured

Marketing Executive.

that Zimnat has invested in the right

As a result of challenging economic

resources to support this data

environment over the past 20 years,

enablement, creating a full time data

insurance penetration in Zimbabwe

analytics role as well as a marketing

has been stuck at around 1.5%. Rewind

and digital officer to continue to better

the clocks back to the 1990s and

understand and improve the customer

insurance penetration painted w w w. g i g a b i t m a g a z i n e . c o m

337


Z I M N AT

£70mn Approximate revenue

1946

Year founded

540

338

Approximate number of employees

DECEMBER 2018


AFRICA

a different picture, reaching as high as 6%. Under the leadership of a new President, 2018 represents a changing tide for Zimbabwe and the insurance space and Zimnat’s responsibility to cement confidence in the sector is one that Sachak recognises. “A major challenge we have faced is getting everyone in the leadership team and all of our stakeholders to fully appreciate that this digital transformation is real and that we have to embrace this technology,” he says. “This extends to our customers. We have not been able to access a large part of our population because the penetration of insurance and the education we can provide for them hasn’t been there. Technology and digital platforms will allow us to reach them. “Through our digital transformation we have been able to find customers who would never be able to find us through traditional means. It’s actually increasing the market for us.” Sachak feels that educating the market is a critical ingredient, not only in growing w w w. g i g a b i t m a g a z i n e . c o m

339


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AFRICA

341

the company but developing the

responsibility to educate them and

insurance sector in Zimbabwe. He

change that perception. That’s our

points to the company’s purpose of

purpose: making people’s lives better.

“making life better” and how that starts

That’s what drives us.”

with changing a negative perception

Key to moving forward and to

that insurance and insurance compa-

making people’s lives better is listening

nies have in Zimbabwe.

to people and recognising where the

“There’s a general view that insur-

company is both succeeding and

ance companies simply take money

failing and ultimately, responding.

from the public and then don’t pay up

Sachak understands that in order to

when it comes to claims,” says Sachak.

understand how the company is

“Our digital journey speaks to our

performing with the customer it must w w w. g i g a b i t m a g a z i n e . c o m


Z I M N AT

“What we’re doing right now, and what we will continue to do, is strive to make sure it’s not only a seamless experience for the customer but an experience that has them saying, ‘Wow. This was superior’” 342

— Mustafa Sachak, CEO, Zimnat

ask the customer. “We can sit and pontificate as much as we want but in reality, the customer defines that conversation,” he says. “It’s never been easier for a customer to move to another provider, so we have to ensure that we are looking after their interests and delivering on our promise.” The insurance space in Zimbabwe will continue to evolve and so too will the customer prompting Zimnat’s digital transformation to evolve with it. DECEMBER 2018


AFRICA

343

Over the next 12 months the company

a customised experience for the

will increase its investment into data

customer,” he says. “What we’re doing

analytics in order to establish and

right now and what we will continue to

provide a loyalty reward platform.

do, is strive to make sure it’s not only

Sachak notes that Zimnat will continue

a seamless experience for the customer

to dive deeper into emerging technol-

but an experience that has them saying,

ogy trends and assess how it can bring

‘Wow. This was superior.’”

those technologies from all around the world into both the company and the Zimbabwe market. Ultimately though, Zimnat will continue to do one thing. “It’s really about w w w. g i g a b i t m a g a z i n e . c o m


344

Abu Dhabi University puts students at the centre of its technology transformation WRIT TEN BY

OLIVIA MINNOCK PRODUCED BY

CR AIG DANIEL S

DECEMBER 2018


MIDDLE EAST

345

w w w.gi ga bi t ma ga z in e. com


ABU DHABI UNIVERSITY

Joseph Aninias, Director of IMTS (Information Management & Technology Services) at Abu Dhabi University, discusses the university’s commitment to student satisfaction and improved overall experience through digitalisation

346

A

bu Dhabi University (ADU), already one of the UAE’s major educational institutions, is working toward an ambitious goal: by 2020, the whole

facility will be a smart campus, using artificial intelligence (AI), data and information management, as well as working to improve energy efficiency and personalise services on offer. In September this year, it was announced that the University has invested more than US$5.44mn (AED20mn) in expanding and enhancing its facilities across Abu Dhabi, Al Ain and Dubai. Improvements have been made to teaching facilities, such as specialised laboratories and classrooms, including the upgrading of internet connectivity forming a key focus on overall student experience. The University currently has over 7,500 students of 80 different DECEMBER 2018


MIDDLE EAST

347 nationalities and as such must provide first-class facilities at an international quality, while catering to the needs and culture of the local community. As such, ADU is striving to become ever more connected and aims to improve student life through significant technology transformation – from a newly developed platform bringing together all the information needed by students and staff, to location technology helping students find their way around campus. All this and more puts students at the heart of ADU as it strives to compete in an increasingly competitive space. w w w.gi ga bi t ma ga z in e. com


ABU DHABI UNIVERSITY

CLICK TO WATCH : ‘ADU CORPORATE VIDEO 2018’ 348 The man behind this technology transformation is Director of IMTS (Information Management & Technology Services), Joseph Aninias, who has previously worked in Dubai for a prominent Australian University. Prior to the education sector, he has worked on a logistic group in Jebel Ali Free Zone and an Internet Service Provider Company in the Philippines. Through this experience, Aninias has developed a natural customer-centric attitude and a hospitable personality which positively contribute to Abu Dhabi (UAE) culture. “Coming from that background, customDECEMBER 2018


MIDDLE EAST

er interaction is always the top priority

offering free internet access. ADU has

– in the Philippines for example, there

four different campus locations, all of

are lots of service providers so competi-

which are linked with a dedicated private

tion is very high. If they don’t like your

network from ANKABUT, which serves

service, they’ll move to another,” Aninias

a national private ISP for educational

explains. “Similarly, here in the UAE,

institutions. Many universities can

there are a lot of universities offering

benefit from a quality network conne-

the same programme so you have to

ction at special educational pricing

develop a competitive advantage while

from ANKABUT. “Anywhere you go,

keeping in mind the quality of service.

there should be a wireless network,”

Why would a student, or indeed a parent,

says Aninias. “Even cafés or restau-

choose your university?”

rants, if they don’t have wi-fi they’re

Across the UAE, internet connectiv-

seen as a bit backward. I’m exploring

ity is a basic service with the majority

what a difference this makes when it

of commercial and business premises

comes to the university.”

“In the UAE, there are lots of universities offering the same programme so you have to develop a competitive advantage while keeping in mind the quality of service. Why would a student, or indeed a parent, choose your university?” — Joseph Aninias, Director of IMTS, Abu Dhabi University

w w w.gi ga bi t ma ga z in e. com

349


ABU DHABI UNIVERSITY

One development reflecting ADU’s student satisfaction commitment is the implementation of an indoor navigation platform which will work like Google Maps to help new students find their way around campus. “This is something I’m exploring at the moment, at a proof-of-concept stage, to see if it gives added value for students.” Student satisfaction runs through the veins of ADU, and its technology transformation is no exception. “The education industry is changing,” says Aninias. “If you put yourself in a student’s shoes, what they’re learning for those first four years 350

is just a foundation.” He cites technology, economic factors and social media as elements impacting a future workforce which must learn life skills and sees this as an area in which a University must add value. “The services we offer should be aligned with what’s going on in the outside world, so we can prepare students for the challenges of adulthood.” The significant developments Aninias has achieved thus far at the university have not been without their challenges. Since ADU is a renowned institution people remain at for a long time, it risks being one with a workforce set in its ways. “When an organisation is used to a process, it is a challenge to persuade people to adapt to changes. You DECEMBER 2018


MIDDLE EAST

351

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need to walk the walk, as well as engage

it is very difficult to track the KPIs

and educate. Present drivers from

(Key Performance Indicators), SLAs

external factors are relevant and add

(Service Level Agreements) or overall

value to your internal change drivers.”

effectiveness of Information Systems

In managing this significant culture shift,

and Technology. One project I’m

Aninias points out that “awareness is

working on is to develop the central-

a critical point – enforcing awareness

ised portal for the University,” he

and centralising communication”.

explains. “This will present current

Communication is indeed being

information for ADU and will have

centralised across ADU, with Aninias

a responsive interface, with a device

and the team developing a single

agnostic as every individual has its own

platform for student information.

preferred gadget or device – this is by

“There are so many piecemeal tech-

default now, not a choice. Discoverable

nologies all spread across depart-

interface and user experience should

ments – without a service catalogue,

be the scope of every implementation:

DECEMBER 2018


MIDDLE EAST

if this doesn’t run on mobile, tablet

rtment is to bring all student informa-

or PC, if I can’t present the information

tion together. “Information System

well on the phone or the user’s preferred

management is critical – especially

device, it’s not a good investment. We

in educational institutions, a signifi-

have all these different types of platforms

cant component of the operation is

so you need to put this into a seamless

managing the information of the

interface, which is also a challenge –

student: prospective students, current

with cost being a significant factor.”

students, alumni, classrooms etc.

In meeting these various challenges,

Everything that runs under the uni-

Aninias maintains student centricity is

versity processes, and revolves around

key. “When we implement any new

student life.

project, we do so with input from the

“You have to consider the implication of

students. We have a student council

the older, manual form in digital format,”

which is part of the decision making.

he continues, and indeed moving from

This strong representation from the

various legacy systems to a fully digital

student side is a critical strategy for

environment has been a challenge

ADU because every organisation claims

which involves flexibility. “Paperless,

to put students first, but some do not

for example, was in discussion for ages –

really involve them in the decision making.”

but how can you move to paperless if

A significant focus for the IMT depa-

a significant number of users need

E X E C U T I V E P R OF IL E

Joseph Aninias Joseph Aninias is Director of IMTS at Abu Dhabi University, where he has worked since February 2017. Aninias previously worked as Manager of IT at University of Wollongong, an Australian University, in Dubai since 2001. He holds an MBA from the University of Wollongong and previously attended Far Eastern University, where he studied Computer Engineering and IT.

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printing services ‘I want print’? You still have customers who prefer, and are maybe more efficient at, doing things the old way. So that is a challenge not to fix, but to improve. The biggest point is to gain people’s trust on technology initiatives.” The student information system, finance, HR and procurement are all united

“The services we offer should be aligned with what’s going on in the outside world, so we can prepare students for the challenges of adulthood”

under one enterprise resource planning (ERP) system from Oracle. Again, 354

as well as cost, student needs have been placed at the fore, with a student survey gaining feedback on how the improvements have impacted those who matter most. “After taking action on the IMT department capability assessment, all these technological changes in the classrooms, building governance and strengthening the overall IT infrastructure and behavior of the team, the total response was 75% satisfaction across ADU,” says Aninias. “Now the next challenge is to achieve 80-85% satisfaction for the next cycle. If I cannot measure the things I’m delivering, how can I implement them? DECEMBER 2018

— Joseph Aninias, Director of IMTS, Abu Dhabi University


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How can I improve a service if I don’t have actionable feedback?” ADU is currently in its 15th year of operation and working towards Vision 2022, which will involve student engagement and a holistic learning experience through innovation, as well as delivering an efficient, seamless experience for all stakeholders while improving collaboration. “We’re in a process of continuous w w w.gi ga bi t ma ga z in e. com


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improvement,” says Aninias, noting that in his two years at ADU he has inherited an enterprise resource planning (ERP) system which was adopted from an older process. Collaboration and effective communication is also key, whether with other members of staff or vendors. “There’s a lot of collaborative effort here to get the best value – most IT projects are primarily driven by the value of the investment. The budget must be justified and preferably contributing to the bottom line. This requires a lot of planning and preparation to avoid project delays.” Currently, Aninias is in the midst of getting a number of projects he has inherited and which have been delayed up to speed. “I made sure 356

certain projects were executed in an acceptable timeline and have to be prioritised, otherwise it would affect the future development of the university.”

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Gigabit Magazine – December 2018  
Gigabit Magazine – December 2018