Technology Magazine – September 2020

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technologymagazine.com

SEPTEMBER 2020

End-to-end healthcare transformation

THE DIGITAL TRANSFORMATION OF COMMODITIES Will Blake, Director of Technology & Analytics, reveals how data analytics is driving change

Chief Digital Officers

You see a shipping terminal.

We see the missing container that will shut down production.

C3.ai transforms Manufacturing. Š 2020 C3.ai, Inc. All Rights Reserved. is a mark of C3.ai, Inc.

WELCOME

W

elcome to the September issue

making is a huge factor in separat-

of Technology magazine!

ing the successful from the less so.

In this month’s cover feature, we speak to Will Blake, Director of Technology & Analytics at business intelligence organisation CRU Group.

Blake reveals to us how data and T:297 mm

data analytics is driving change in commodities.

Throughout his 15 years at CRU, Blake has witnessed data and analysis play an increasingly important role in

Accordingly, our Top 10 sees us taking a closer look at the Chief Data Officers of the world’s largest companies to understand how they are putting data at the heart of operations.

Don’t forget to read our other features with the likes of Rapid7, Kettering Health, Cerner Middle East, Mitsubishi Electric, Telstra Purple and many more.

the business strategies of customers.

Do you have a story to tell? If you

“It’s been a huge transformation,” he

would like to be featured in an upcom-

notes. “Generally speaking, data is a lot

ing issue of Technology magazine.

more prevalent and is consumed from a host of different and new sources, such as increased automation and so on. Volume-wise, we’re dealing with so much more information that we analyse, so it’s a significant change.”

Get in touch at william.smith@bizclikmedia.com Enjoy the issue!

William Smith

It’s an undeniable fact that the proper use of data to drive decision w w w.te c hno l o gyma ga z in e. com

03

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PUBLISHED BY

PRODUCTION DIRECTORS

PROJECT DIRECTORS

Georgia Allen Daniela Kianickovรก

Ryan Hall Ben Maltby Mike Sadr Kris Palmer

PRODUCTION MANAGER EDITOR-IN-CHIEF

William Smith EDITORIAL DIRECTOR

Scott Birch CREATIVE DIRECTOR

Billy Kabubi CREATIVE TEAM

Oscar Hathaway Erin Hancox Sophia Forte Sophie-Ann Pinnell Hector Penrose

Owen Martin

MANAGING DIRECTOR

Lewis Vaughan

DIGITAL VIDEO PRODUCERS

Kieran Waite Sam Kemp

MEDIA SALES DIRECTOR

James White DIGITAL MEDIA DIRECTOR

MARKETING DIRECTOR

Jason Westgate

Leigh Manning

CHIEF OPERATIONS OFFICER

DIGITAL MARKETING MANAGER

Shirin Sadr

Stacy Norman PRESIDENT & CEO

DIGITAL MARKETING EXECUTIVE

Glen White

Kayleigh Shooter

w w w.t e c hn o l o g y m a g a z in e . c o m

10

CONTENTS

IN THE FOURTH

INDUSTRIAL 28 REVOLUTION

40 Data centres: the factors guiding their construction

SOUTHEAST ASIA’S SOCIETAL DIGITAL TRANSFORMATION

50 60 Why the

automotive AI revolution

is just around the corner

70 CDOs

88

Rapid7

118 Centili

100

136

Vistas Global

Unisys

154 156

172

Cerner Middle East Cerner Middle East & Africa

EVONIK Industries

186 Mitsubishi Electric

200 Telstra Purple

220 Kettering Health Network

236

250

Mental Health Center of Denver

Transgrid

10

Data-driven commodities digital transformation WRITTEN BY

MATT HIGH PRODUCED BY

GLEN WHITE

SEPTEMBER 2020

11

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CRU GROUP

Will Blake, Director of Technology & Analytics at CRU Group, discusses how data and data analytics is driving change in commodities

T

he digital transformation of every industry sector means that an immeasurable amount of data is being generated by

businesses, industries and consumers worldwide every day. The effective harnessing and analysis of that data can generate significant value to companies through the greater understanding and insight 12

of trends, and better prediction and forecasting that allows robust strategies to be delivered.

The latter is where CRU comes in. The Londonheadquartered company uses data to offer unrivalled business intelligence on the global metals, mining and fertiliser industries through market analysis, pricing assessments and consultancy services.

The content and insight provided by CRU gives a complete view of the commodity market, enabling operators and industry participants to make critical business decisions.

Understandably, delivering such a comprehensive suite of services requires a robust and innovative technology and analytics strategy. Will Blake is responsible for driving this strategy. Will is a highly experienced technology leader, having spent

SEPTEMBER 2020

13

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CRU GROUP

“ Companies are producing reams of data and, at the same time, using a lot more to improve their operations” — Will Blake, Director of Technology & Analytics, CRU Group

that exploited the value of data in this way, so that experience has certainly given me a greater understanding of

14

more than 15 years at CRU and, pre-

the challenges around information and

viously, close to two years working as

data, as well as how we can effectively

a geophysicist in a seismic exploration

solve the issues our customers face.”

team. Data has been an overarching

During his 15 years at CRU, Will has

theme throughout his career, as he

witnessed data, and the effective

explains: “Geophysics is a data inten-

analysis of that data, play an increas-

sive role that requires the handling

ingly important role in the business

of large volumes of information – the

strategies of customers. “It’s been

oil industry was really one of the first

a huge transformation,” he notes.

“Generally speaking, data is a lot more prevalent and is consumed from a host of different and new sources, such as increased automation and so on.

Volume-wise, we’re dealing with so much more information that we analyse, so it’s a significant change.

SEPTEMBER 2020

CRU’s strategy on data gathering CLICK TO WATCH

|

2:14

15 “Take the mining industry as an exam-

can they improve production rates and

ple,” Will continues. “Companies are

safety, but provide greater availability

producing reams of data and, at the

of data and information to analyse.”

same time, using a lot more to improve

CRU has been operational for just

their operations. There’s a big increase

over 50 years. And while the company

in IoT devices at mining sites and satel-

has always been at the forefront of

lite geospatial analysis for monitoring

primary research and analysis, Will

purposes, for example, which help to

explains that the exponential growth

boost productivity, eliminate unnec-

of data and innovative technology

essary costs and allow for the move

has led to the company’s own digital

towards predictive maintenance. At

transformation journey. “We started

the same time, we’re seeing an accel-

as a paper-based publisher that would

eration in the drive towards automated

publish thousands of industry reports

mining and self-driving vehicles, which

each year. And, because we have clients

can operate around the clock. Not only

in 90 countries worldwide, we’d have w w w.t e c hn o l o g y m a g a z in e . c o m

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“Digital transformation has fundamentally changed the way that organisations view and consume data,” says Omri Kohl, cofounder and CEO at Pyramid Analytics.

“We’re now in an environment where data is an absolutely critical asset—if you want to have a competitive advantage and to capitalise on any opportunities in the market, you need to leverage all data available to you. It’s the most significant cultural change in how people develop and scale companies. Just look at Facebook, Google and Amazon, they’re all hugely successful and all driven by data.”

CRU Group, a valued Pyramid customer and leading commodities analysis company, has undergone a significant digital transformation of their own. CRU offers analysis, forecasting and pricing services for the mining, metal and fertiliser industries. As such, its business is built around the effective analysis and use of data. “We’ve been working with CRU for roughly five years, enabling them to scale and provide effective data to their customers,” says Steve Cowell, Head of UK & Ireland. “At that stage, the company was embarking on its own digital transformation and had a lot of data in

Pyramid Analytics

silos and spreadsheets. They were looking for an advanced analytics platform that would allow effective data modelling, improved security and governance.”

“We’ve spent a lot of time working with CRU to help them democratize and visualise their data and achieve real consistency across the organisation— ultimately transforming sales revenue reporting and driving portfolio growth.

CRU is now able to more accurately forecast profit margin and influence how and what they sell. We are honored to be a trusted partner in their digital transformation and congratulate them on their tremendous success.” pyramidanalytics.com

CRU GROUP

18 to transport that information to them

information easily elsewhere. To be

by courier. Similarly, the data collec-

successful, we have to add value and

tion was also quite a manual process.

interpretation on top of that informa-

“What’s really changed is the acces-

tion, which CRU is very good at.”

sibility of data,” he continues. “Clients

To manage this transformation

used to be happy receiving a report

and add value, Will explains that CRU

once a year, or once a quarter, but now

“pulled back to the information and the

we’re no longer willing to wait for that

content, rather than focus around the

information – technology makes eve-

technology, which people do have

rything instantaneous, so our whole

a tendency to do. The latest tools don’t

cycle has had to change in terms of

necessarily matter that much, for us

what we produce and how we produce

the focus has always been the acces-

it. It’s no longer about pulling informa-

sibility of data and information,

tion together and presenting it to the

the understanding of what our custom-

customer, people can often find that

ers need to help them make effective

SEPTEMBER 2020

business decisions, and how often and

any investment. Similarly, Will

in what format do they need it. Only

notes that the business has focused

once we have the answer to those

on building on its core in-house

questions do we consider the technol-

technical and data skill sets in order

ogy necessary to deliver on them.”

to deliver effectively to custom-

One essential implementation was

ers. “Data is pivotal, so we keep that

a cloud-first strategy, he explains.

expertise within the business. We

CRU consumes content from a mul-

partner with other companies on

titude of locations globally, and by

things that we don’t see as core to

working in the cloud the business

our direct business, so networking

is able to achieve the flexibility and

communications, front-end website

technical delivery to maximise on

development,” he adds.

19

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

Will Blake Title: Director of Technology & Analytics Industry: Commodities research and analysis

Location: London

Will has over 12 years of experience in technology across a range of disciplines including data analytics, cybersecurity, digital product development and cloud infrastructure. He is currently Director of Technology & Analytics at CRU and has responsibility for digital development initiatives and global technology services.

He is also a member of the CRU executive team and has wider responsibilities across the business including product development and compliance. Prior to CRU, he worked as a geophysicist for a seismic exploration company in the oil industry. He holds a MSc in Geophysics from Durham University and a BSc in Geology from Bristol University. w w w.t e c hn o l o g y m a g a z in e . c o m

CRU GROUP

An insight into how CRU gathers content for its consumers CLICK TO WATCH

|

2:23

20

“ For us the focus has always been the accessibility of data and information” — Will Blake, Director of Technology & Analytics, CRU Group

SEPTEMBER 2020

21

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CRU GROUP

CRU specialises in market-leading research built on robust and transpar-

els that inform CRU’s forecasting

ent methodologies. Regardless of

under the strapline of ‘where com-

specific sector or operation, its cus-

modities meet economics’.

tomers typically use the content and

22

is also used to build proprietary mod-

Information provided by CRU helps

information provided to inform critical

organisations navigate challenging

business decisions such as whether

market conditions. This has been

to enter a certain commodity mar-

evidenced most recently in the compa-

ket, for example. It also offers price

ny’s work during the global COVID-19

assessments from a team of specialists

pandemic. Like all companies, CRU

in London, Beijing, Mumbai, Pittsburgh,

faced the challenge of shifting to a

Shanghai, Singapore and Santiago.

remote working business model. “It’s

Will explains that primary research in

been very challenging,” Will highlights,

these areas covers supply, demand,

“but as we have offices in Beijing and

price and costs analysis; the content

Shanghai, which both enforced home

An insight into how CRU efficiently dealt with the global pandemic CLICK TO WATCH

SEPTEMBER 2020

|

2:42

“ We’re also looking to drive a lot of automation and to improve our range of data sources, including satellite analytics” — Will Blake, Director of Technology & Analytics, CRU Group

service, which has been embedded in our existing products. Our economics team has been closely analysing the impact of this disruption on global GDP and other economic indicators as our outlook shifts from what’s happening now to what the future looks like for our customers.”

As to that future, Will describes a rapidly changing market that is showing the first signs of stability.

working in January, we were better

Forecasting, he notes, always has

placed to plan for any potential disrup-

a degree of flexibility, but CRU is

tion. On 23 March we moved the whole

experiencing commodities custom-

global business – around 300 people

ers seeking answers to longer term

– to home working and it’s worked

questions, which demonstrates the

remarkably well. Our cloud strategy

response to COVID shifting from

proved to be very resilient and was

a survival mentality to one of strategi-

a key enabler in allowing business

cally planning for the future.

to carry on effectively.”

The company has also been engaged in dedicated COVID-19 analysis to better understand how the virus is impacting commodities. “Disruption to supply chains has been significant,” Will states, “as well as short-term demand reduction. Alongside this, we’ve been tracking operational status of mines, smelters and refineries with our dedicated disruption tracker

DI D YO U K N OW?

• CRU sets and publishes over 500 commodity prices each week • CRU has 300 employees spread over 8 offices on 5 continents • CRU analyses over 40 different commodities

w w w.t e c hn o l o g y m a g a z in e . c o m

23

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CRU GROUP

26

For CRU, future plans revolve around continuing to develop core services and the implementation of new technologies, says Will. “We still have work to do to harness the volumes of data we need and make it more accessible – it’s a never ending evolution in that respect. We have just purchased a new data platform that will drive this growth and offer SEPTEMBER 2020

“ Our cloud strategy proved to be very resilient and was a key enabler in allowing business to carry on effectively” — Will Blake, Director of Technology & Analytics, CRU Group

27

a greater range of analysis. We’re also

of power generation, and carbon emis-

looking to drive a lot of automation and

sions and environmental sustainability.

to improve our range of data sources.

Both will contribute hugely to how our

The latter includes satellite analytics,

customers operate and they’ll form a

which provides an enormous wealth

key strategic area for us to move into.”

of information at a global scale.”

“In terms of our business, there are two big trends that will drive what we do: increasing electrification of transport and the changing structure w w w.t e c hn o l o g y m a g a z in e . c o m

USHERING IN THE FOURTH

INDUSTRIAL REVOLUTION

WRITTEN BY

WILL GIRLING

SEPTEMBER 2020

29

www.t e c hno l o gyma ga z in e. com

DIGITAL TRANSFORMATION

Stephan Biller, Vice President Offering Management Watson IoT & Chief Innovation Officer, provides experienced insights on the deployment of AI and analytics within enterprise systems and how IBM is combining best-in-class technology with thorough research

30

I

BM is a company that almost needs no introduction; a name practically synonymous with high-performance hardware,

middleware and software, it has also created an enduring research-based legacy of historic patents, including ATMs, floppy disks, the hard drive and the magnetic stripe found on bank cards.

Clearly, IBM is no stranger to innovation since it was founded over a century ago in 1911. With a global presence in more than 170 countries, an employee count of 352,600 and a recorded revenue of $77.1 billion in 2019, it is a modern success story dedicated to pioneering excellence that has garnered such a formidable reputation.

Joining the company in 2017, Dr Stephan Biller, Vice President Offering Management Watson IoT & Chief Innovation Officer, came from a highly experienced background of more than 25 years in SEPTEMBER 2020

31

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“ The real key was to figure out what clients need in the market; what are they asking for and what are they not asking for. And then to help them understand what is possible.”

— Stephan Biller, Vice President Offering Management Watson IoT and Chief Innovation Officer

the IoT and analytics space, a foundation that has more than prepared him for the challenges he works through at IBM. Holding a PhD in Industrial Engineering and Management Sciences and an MBA in Finance & Strategy, Biller cut his teeth at General Motors and General Electric Company, where he personally developed the “Brilliant Factory” concept. Regarding “Brilliant,” Biller has this to say: “It was essentially creating a digital strategy for both manufacturing and engineering, meaning ‘how do we simulate all the factories and all the processes before we actually implement them’, then using real-time data in the factories to optimize throughput, quality, cost and fulfilment.” His ability and vision for digital transformation was one of the contributing factors to his recent election to the National Academy of Engineering: a rare privilege and something Biller is profoundly grateful for. “That was the biggest honour of my professional life. It’s sort of like the baseball hall of fame for engineers,” he jokes. “It’s an opportunity for me to give back to the nation and to the scientific and engineering community.”

33

DIGITAL TRANSFORMATION

AI-Powered Manufacturing: Stephan Biller, VP of IBM Watson IoT CLICK TO WATCH

|

7:15

34 Although moving to IBM presented

algorithms to power analytics and

him with an exciting opportunity, Biller

insight, the suite of offerings is capable

says that, because the role played to

of providing an unrivaled level of asset

his strengths, his life changed surpris-

management, data optimization and

ingly little. As the VP for managing

facilities management. “It basically

Watson IoT (IBM’s offering combining

integrates those data streams and

IoT and AI to improve asset manage-

helps you get to a point where you

ment), he began guiding research to

can optimize the system rather than

help develop even further innovations

the components,” Biller explains. It

for the platform. Watson is indica-

was he that provided the strategy

tive of the exciting possibilities being

and vision, something he developed

unlocked for enterprise systems: using

through collaboration across the prod-

IoT (internet of things) to gather vast

uct development chain including IBM

streams of integrated data in real-time

Research, one of the best research

and using artificial intelligence (AI)

labs in the world. “The real key was

SEPTEMBER 2020

to figure out what clients need in the market; what are they asking for and what are they not asking for. And then to help them understand what is possible.”

In terms of “what’s possible,” Biller is forthright in his belief that AI will “absolutely dominate digital transformation,” both generally and at IBM. As algorithms gradually become increasingly sophisticated, the ability of AI and machine learning tools to accurately mimic the behavior of human operators increases, therefore emancipating people from strenuous

“ The trick for any digital transformation is to not only have the technology, but to also know how to collaboratively integrate it with the users into standard work processes and intelligent workflows.”

— Stephan Biller, Vice President Offering Management Watson IoT and Chief Innovation Officer

www.t e c hno l o gyma ga z in e. com

35

DIGITAL TRANSFORMATION

and repetitive tasks that allow them

creation, problem solving and work-

to focus on more qualitative ones.

force optimization. An example he

“However, it’s really important that we

provides is the visual inspection pro-

quickly generate value so that custom-

cess of LCD screen manufacturers;

ers recognize that we are providing a

a tiring and difficult task when per-

better solution than they had before,”

formed for long stretches of time. Biller

Biller clarifies. Thus, AI could solve

states that AI could do the same job

three of IBM’s clients’ problems: value

cheaper, faster and more accurately.

E X E C U T I V E P R O FILE :

Stephan Biller 36

Title: VP Offering Management

Industry: Information

and Chief Innovation Officer

Technology & Serivces

Company: IBM Corporation

Location: New York

Stephan Biller has 20+ years of digital manufacturing, IoT, supply chain and analytics experience. Across many industries, he has been inventing, developing, delivering, profitably commercialising innovation and executing digital and cultural transformations. He has a passion for keeping US manufacturing competitive and innovative and has testified before U.S. House of Representative committees. He was named as one of the 30 visionaries for digital manufacturing by the Society of Manufacturing Engineers and has been elected to the National Academy of Engineering. He holds a PhD in Industrial Engineering from Northwestern University, an MBA from University of Michigan and an electrical engineering degree from RWTH Aachen, Germany.

SEPTEMBER 2020

1911

Year founded

$79.59bn+ Revenue in US dollars

350,000 Number of employees

This innovation also reduces the skill

a common infrastructure, which is an

gap between new and experienced

essential step in any optimization pro-

workers, as a fully optimized AI pro-

cess. The cloud-linked components of

gram would provide the same level of

an IoT network create the operational

service throughout.

platform, and finally, AI and data ana-

However, IBM’s use of AI and analyt-

lytics are layered in to make sense of

ics software only forms one-third of

the whole and present the information

its intelligently executed digital trans-

in a consumable format. It is the crucial

formation. Equally crucial are IoT and

understanding of this technological tri-

cloud computing, the latter of which

umvirate’s significance combined with

Biller singles out for particular praise

IBM’s peerless consulting arm which

as it allows data to be integrated into

gives the company its unique edge. www.t e c hno l o gyma ga z in e. com

37

DIGITAL TRANSFORMATION

38

“ We have the best AI and industrial analytics people in the world, who can develop solutions at a system level.”

— Stephan Biller, Vice President Offering Management Watson IoT and Chief Innovation Officer SEPTEMBER 2020

“The trick for any digital transformation

perspective on the industry and truly

is to not only have the technology, but

collaborative partnerships that has

to also know how to collaboratively

placed IBM in its current position and

integrate it with the users into stand-

will continue to inform its activities.

ard work processes and intelligent

What will the company be working on

workflows,” Biller says. “Not only in one

through 2020 and beyond? Well, for

factory, not only at one machine, but

Biller, the answer is simple: continuous

across all factories and across

optimization of product, manufactur-

all machines.”

ing, and services. With the optimization

More than just possessing a superior

capacity of Watson firmly established,

vantage point over the industry, how-

he is keen to help IBM clients to move

ever, Biller emphasises that it is great

to a “product as a service” (PaaS)

colleagues and collaborators that

model, or, as he puts it, “selling the

continue to place IBM in the echelon

power of a jet engine by the hour, not

of global tech company leaders. In an

the engine itself.” IBM is truly reach-

iterative world, in which nothing is sta-

ing into the future, to the point where

ble, both exciting and daunting in equal

continuously improving products and

measure, the company’s Darwinian

manufacturing operations are based

approach has been to excel at adapta-

on data-driven AI and analytics. “I

tion and its people are crucial to that.

think that’s the holy grail,” Biller

“We have the best AI and industrial

concludes. “That’s what the fourth

analytics people in the world, who can

industrial revolution is all about and

develop solutions at a system level,”

IBM will get there.”

he says. “And our collaborators join us on the journey to determine how to provide additional value to clients. The collaborative, ‘no walls’ approach that we share with them is really critical for me.” It is this compound of technological know-how, research-based www.t e c hno l o gyma ga z in e. com

39

CLOUD & CYBER

Data centres: the factors guiding their construction 40

WRITTEN BY

WILLIAM SMITH

SEPTEMBER 2020

41

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CLOUD & CYBER

We take a closer look at the construction considerations behind the ever-more critical pieces of infrastructure known as data centres

T

he business software environment is

transforming from on-premise to cloud

42

solutions. Physical media is being replaced

with streamed content. The developing world is connecting to the internet at unprecedented rates. Office workers are now working from home due to the ongoing COVID-19 pandemic. All of this highlights the ever increasing importance of data centres to our daily lives.

As critical pieces of infrastructure, a considera-

tion of how they are best constructed is therefore paramount, and has big implications for efficiency, security, sustainability and connectivity.

Data centres consume between 1 and 1.5% of the world’s energy, making up 0.3% of human generated CO2 emissions. Why? Data centres draw power to run servers, operate storage such as hard and solid state drives, maintain connectivity, and to maintain infrastructure systems such as cooling, lighting and more. The industry SEPTEMBER 2020

43

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CLOUD & CYBER

“ As governments start to worry a little more about data centres and their energy use,we have a role to play” 44

— Damian Farr, Managing Director Europe at DPR Construction

SEPTEMBER 2020

uses the Power Usage Effectiveness (PUE) ratio between power drawn by infrastructure and power provided to equipment, with the ideal 1.0 meaning no power is wasted on anything else.

It is therefore necessary to build efficiency considerations into data centres from the beginning, affecting everything from building design to rack arrangement - a complex task considering the interaction of all these different parameters - and bringing down the PUE from the industry average of 1.67.

3 Ways Data Centre Managers can Optimise Energy Consumption in a Data Centre CLICK TO WATCH

|

2:34

45 That never ending search for effi-

of nearby natural resources. Take

ciency has led some data centre

Norway’s Green Mountain data cen-

constructors to flex their creative

tres, for instance. Not only using

muscles and find unusual solutions.

100% renewable hydropower, but

Microsoft’s Project Natick for instance,

also water from the adjacent fjords

reduced the cost and energy draw of

in its cooling systems, the company

cooling by burying a data centre

lives up to the green of its name.

under the sea. Using renewable

Talking of green, while efficiency

energy and submarine technology to

is partly prized because of its ability

harness the surrounding cold water,

to reduce costs, it also has significant

Microsoft said the project had “dem-

sustainability ramifications. We’ve

onstrated dramatically better reliability

previously spoken to Damian Farr,

than our land-based counterpart.”

Managing Director Europe at DPR

Another method of improving

Construction, one of the big players

efficiency involves carefully situat-

in the data centre construction

ing a data centre to take advantage

industry, who reiterated the fact that w w w.t e c hn o l o g y m a g a z in e . c o m

CLOUD & CYBER

“ While efficiency is partly prized because of its ability to reduce costs,it also has significant sustainability ramifications” 46

sustainability needs to be a considera-

Security is another top concern driv-

tion from the very start. “The energy

ing data centre construction. While the

efficiency of the buildings we’re

usual cybersecurity measures remain

constructing is important. And as gov-

just as important, data centres, the

ernments start to worry a little more

interface of the physical and virtual

about data centers and their energy

realms, also demand top physical

use, we have a role to play in helping

security - particularly those that spe-

our customers figure out the best solu-

cialise in sensitive information. Swiss

tions,” he said. Avenues being explored

Fort Knox caters to just such a demand,

included the use of thermal aquifer

with two data centres built under the

storage. “We take it very seriously

Swiss Alps. Featuring a dedicated

and we are trying to play our part in

runway, permanent security detail,

solving the problems that our custom-

facial recognition technology and five

ers are facing.”

separate security zones, the owner

SEPTEMBER 2020

UPTIME INSTITUTE’S T I E R C L A S S I F I C AT I O N IN BRIEF:

Tiers I and II: Mount10 claims its data is safe from even chemical and biological attacks.

Perhaps what is prized above all by enterprise, however, is simple connectivity. With even non-communications companies such as Google getting involved in connecting the world, it’s not just a question of where you can connect to, but how quickly.

It’s an ongoing trend according to Gartner, which says that by 2025, 80% of enterprises are set to migrate away from on-premise data centres, instead outsourcing to third party data centres.

Tier I and Tier II are tactical solutions, usually driven by first-cost and time-to-market more so than life-cycle cost and performance (uptime) requirements Tiers III and IV: Tier III and Tier IV site infrastructure solutions also have an effective life beyond the current IT requirement and are typically utilised by organizations that know the cost of a disruption

w w w.t e c hn o l o g y m a g a z in e . c o m

47

CLOUD & CYBER

“ Data centres consume between 1 and 1.5% of the world’s energy” 48

SEPTEMBER 2020

In such a competitive environment, the data centre market is stratified into tiers devised by the Uptime Institute, taking into account infrastructure performance to cater to different sections of the market. Jeff Uphues, the CEO of US data centre company DC BLOX, told us of the importance of construction to achieving the correct tier. ”Beyond the connectivity, it’s a question of how we build these facilities to be Tier 3-rated.

It comes down to being concurrently maintainable, meaning that if any one system in the building fails, there is a backup system that can take over. It’s part of the design, it’s in the materials and the type of vendors that we use.

It’s in the architecture for how we connect them together.”

Data centres were on an upwards trajectory even before COVID-19 supercharged their necessity. Their construction, therefore, requires a deep consideration of these factors, not only to attract custom, but to prevent them becoming a burden on the planet.

w w w.t e c hn o l o g y m a g a z in e . c o m

49

IT PROCUREMENT

SOUTHEAST ASIA’S SOCIETAL DIGITAL TRANSFORMATION 50

WRITTEN BY

WILLIAM SMITH

SEPTEMBER 2020

51

w w w.t e c hn o l o g y m a g a z in e . c o m

IT PROCUREMENT

We take a look at the transformative impact of internet access in Southeast Asia, and how its technology providers are building a thriving digital economy

52

S

outheast Asia is by now one of the world’s most vibrant digital economies. That’s been enabled by service providers bringing inter-

net connectivity to the populace. With the region

as a whole having a population of over 650 million, 360 million use the internet. Indeed, the city state of Singapore, perhaps the region’s crowning jewel, boasts the fastest upload and download internet speeds globally.

That access to the internet has been transformative. The e-Conomy SEA 2019 report, a joint project between Google, the government-owned Singaporean holding company Temasek and management consultants Bain & Company, highlighted the extent of the region’s progress in this area.

The latest edition of a multi-year research program launched in 2016, key findings included the fact that e-commerce was the biggest single internet sector, worth $38bn - a huge increase from the SEPTEMBER 2020

53

S O U T H E A S T A S I A’ S I N T E R N E T E C O N O M Y:

• Was worth $100bn in 2019 • Has tripled in size over the last four years • Is predicted to be worth $300bn in 2025

w w w.t e c hn o l o g y m a g a z in e . c o m

IT PROCUREMENT

“ MOBILE TECHNOLOGY IS CHANGING THE WAY SOUTHEAST ASIANS WORK AND LIVE” — Rohit Sipahimalani, Joint Head, Investment Group, Temasek

54

SEPTEMBER 2020

Gojek and Grab: the rise of the south-east Asian super app | FT CLICK TO WATCH

|

8:13

55 $5.5bn it was worth in 2015. The report

opportunities tap on structural trends

further predicted that the sector alone

that are being driven by transforma-

would be worth $150bn by 2025. Also

tional technologies and changing

of note are the ride hailing and online

consumption patterns. Together with

travel sectors, worth $12.7bn and

businesses, governments and com-

$34.4bn respectively.

munities, we are committed to helping

Rohit Sipahimalani, Joint Head, Investment Group, Temasek said: “Mobile technology is changing the

create a better, smarter, and more sustainable Southeast Asia.”

90% of the region’s internet users

way Southeast Asians work and live;

are connected through mobile means,

providing them with greater access

making it no surprise that the biggest

to new opportunities and markets.

startups in the region tend to be so-

This trend is creating attractive

called “super app” mobile platforms.

investable opportunities in Southeast

Such an approach sees a suite of

Asia’s Internet economy. These

services being offered inside the same w w w.t e c hn o l o g y m a g a z in e . c o m

IT PROCUREMENT

application, such as digital payments or food and parcel delivery.

One example is Singapore’s Grab.

Originally purely a ride-hailing firm, the company continues introducing

THE SEA REGION

The SEA region is home to eight unicorns (technology startups valued at over $1bn)

new services. Aside from its primary

• Five in Indonesia

ride-hailing business, Grab has

• Two in Singapore

expanded into digital payments as

• One in the Philippines

well as food and parcel delivery, to name just a few of the services on

56

offer. Set up as a regional spin on

of the company to help improve

Uber’s business model in 2012, in 2018

millions of lives by reducing its daily

Grab’s success allowed it to buy out

frictions,” he said. “This opportunity

it’s inspiration’s business in the region.

to make a positive social impact was

An equally important success story

such an important factor for me to

for the region is Grab’s Indonesian rival,

make the decision to join Gojek.”

Gojek. According to the ride-hailing

Gojek and others like it derive great

firm, since its launch in 2015 its app has

value by virtue of being born digitally

been downloaded by over 155 million

in an emerging region - meaning they

users in the region. It has expanded

are not weighed down with infrastruc-

its remit into digital payments and the

ture past its sell-by date. “Gojek made

provision of many other amenities,

it into the ground floor of the digital

partnering with over 2 million drivers

transformation,” says Do. “Where

and 500,000 merchants in the region.

we’re at today is where a lot of com-

Previously, we spoke to George

panies around the world are trying to

Do, Gojek’s Chief Information Security

get to,” he said. “Executing a security

Officer, who emphasised that the

strategy for such a cutting edge plat-

company’s role in the region’s digital

form is a very exciting endeavour.”

wave attracted him to the job. “I would

The region is also at the forefront

describe the role as driving the mission

of digital payment adoption, with the

SEPTEMBER 2020

57

“ THE BIGGEST STARTUPS IN THE REGION TEND TO BE SO-CALLED ‘SUPER APP’ MOBILE PLATFORMS” w w w.t e c hn o l o g y m a g a z in e . c o m

IT PROCUREMENT

“ SINGAPORE, PERHAPS THE REGION’S CROWNING JEWEL, BOASTS THE FASTEST UPLOAD AND DOWNLOAD INTERNET SPEEDS GLOBALLY”

58

aforementioned report predicting

2014 preceding the acquisition of a

total digital payments to cross the

majority stake by Chinese giant

$1trn barrier by 2025, representing

Alibaba Group in 2016.

nearly half of all the dollars spent in

Florian Hoppe, Partner and Leader

the region. Singaporean ecommerce

of Asia Pacific Digital Practice for Bain

giant Lazada was founded in 2012 to

& Company, said: “Southeast Asia’s

draw on this then burgeoning market.

digital financial services are growing

It’s an approach that drew dividends,

rapidly, with digital payments already

with significant investment from

at an inflection point and expected

Singapore’s Temasek Holdings in

to exceed $1trn in gross transaction

SEPTEMBER 2020

59

value by 2025. Digital financial services

serve their needs given their large

offers the biggest opportunity for

and engaged user base.�

serving the underbanked, nearly

Of course, the region’s progress

100 million adults in the region with

is at significant risk of being derailed

limited access to financial services

by the ongoing COVID-19 pandemic,

currently, by lowering costs and

as with all locations worldwide. If it

bridging gaps in data availability. This

can overcome that hurdle, the region

segment will be the main battleground

is well set to fulfil its promise and

for most players, with consumer tech-

become an internet-enabled technol-

nology platforms well-positioned to

ogy powerhouse. w w w.t e c hn o l o g y m a g a z in e . c o m

A I & D ATA A N A LY T I C S

Why the

automotive AI revolution

60

is just around the corner WRITTEN BY

WILLIAM SMITH

SEPTEMBER 2020

61

w w w.tte e cchn hno o llooggyma y m a gga a z in ee,com .com

A I & D ATA A N A LY T I C S

We explore the ever-closer frontier of AI and machine learning in vehicles, pushed by the likes of Tesla and Waymo and chased by established manufacturers

O

ne of the ways in which artificial intelligence promises to change our lives the most is surely in the automotive sector. The promise

of self-driving vehicles has ramifications in many

areas, from autonomous robotaxis to driverless 62

freight lorries. But how far off is this future?

The holy grail driving the frenzied competition between automotive manufacturers is the achievement of fully autonomous vehicles ranked level 5 on the Society of Automotive Engineers (SAE) Levels of Driving Automation Standard, meaning they are able to operate in all conditions without human interaction. To date, no solution has achieved that, with commercial offerings typically falling into levels 2 and 3. Level 2 denotes a vehicle with automated steering and acceleration features, such as stay-inlane and self-parking, while level 3 is indicative of a vehicle capable of detecting the environment surrounding it to, for instance, overtake other vehicles.

Many, then, were surprised when Elon Musk, head of electric vehicle firm Tesla, recently claimed that level 5, fully autonomous Tesla vehicles could SEPTEMBER 2020

63

“We’re going to revolutionise the car ownership experience, making the vehicle software programmable and continuously upgradeable via overthe-air updates” — Jensen Huang, Founder and CEO, NVIDIA w w w.t e c hn o l o g y m a g a z in e . c o m

A I & D ATA A N A LY T I C S

be enabled by the end of the year -

“I remain confident that we will have the basic functionality for level 5 autonomy complete this year” — Elon Musk, Founder and CEO, Tesla

64

SEPTEMBER 2020

via merely a software update. In a video addressing the World Artificial Intelligence Conference, Musk said: “I feel like we are very close. I remain confident that we will have the basic functionality for level 5 autonomy complete this year. There are no fundamental challenges remaining. There are many small problems. And then there’s the challenge of solving all those small problems and putting the whole system together.”

Self-Driving Car Levels Explained CLICK TO WATCH

|

7:07

65 Some remain sceptical about Musk’s

been expected to fall. It is far

claims, considering his pay is explicitly

from the only company thriving on

tied to Tesla’s success in the stock

the back of autonomous vehicle

market. Every $50bn the company

development. Google’s self driving car

increments in value in the next ten

project was spun out into a company

years will see Musk receive increased

known as Waymo, which at the start of

remuneration, topping out at $50bn if

the year achieved 20 million autono-

the company is worth $650bn by 2028.

mous miles of testing on public roads.

Even if what he says does come to

The company has recently partnered

pass, there remains significant hurdles

with Volvo to integrate its Waymo

before it becomes available to the

Driver product, which can be built into

average person, with regulatory frame-

third-party vehicles to afford them

works still having to be thrashed out.

autonomous capabilities.

Tesla undoubtedly has a habit of con-

Adam Frost, Chief Automotive

founding expectations, however, and

Officer of Waymo, said: “This key part-

it has soared almost every time it has

nership with Volvo Car Group helps w w w.t e c hn o l o g y m a g a z in e . c o m

A I & D ATA A N A LY T I C S

pave the path to the deployment of the Waymo Driver globally in years to come, and represents an important milestone in the highly competitive autonomous vehicle industry. Volvo Car Group shares our vision of creating an autonomous future where roads are safer, and transportation is more accessible and greener.”

Waymo’s partnership with Volvo is indicative of the ways traditional automotive manufacturers are fighting back after upstarts such as Tesla have dethroned them as the most valuable 66

car companies - despite selling many times less vehicles. Recognising that it is precisely technologies such as AI that are driving the future vehicle market, manufacturers like Mercedes are partnering with technology firms to introduce advanced technology to their cars.

In Mercedes’ case, it is partnering with US technology firm NVIDIA to build in-vehicle AI computing infrastructure using NVIDIA’s DRIVE platform. The partnership will see the architecture rolled out across all next generation Mercedes-Benz vehicles, starting in 2024. Jensen Huang, founder and CEO of NVIDIA, said: SEPTEMBER 2020

“Together, we’re going to revolutionize the car ownership experience, making the vehicle software programmable and continuously upgradeable via over-the-air updates. Every future Mercedes-Benz with the NVIDIA DRIVE system will come with a team of expert AI and software engineers continuously developing, refining and enhancing the car over its lifetime.”

The other nexus of self-driving vehicle development is not in the US, but in China, where DiDi leads the way.

The Chinese Uber equivalent (Having 67 N V I D I A’ S D R I V E A G X

NVIDIA’s DRIVE AGX is an embedded supercomputing platform for autonomous vehicles. Features include: • Processing data from camera, radar, and lidar sensors to perceive the surrounding environment • Localising the car to a map • Planning and executing a safe path forward

w w w.t e c hn o l o g y m a g a z in e . c o m

A I & D ATA A N A LY T I C S

68

“The holy grail driving the frenzied competition between automotive manufacturers is the achievement of fully autonomous vehicles” SEPTEMBER 2020

bought out Uber’s Chinese business), has received permission to test its autonomous fleet in the Jiading district of Shanghai, with vehicles on level 4 of the SAE scale, meaning they are capable of operating in all conditions without human intervention. Although

69

disrupted by the COVID-19 pandemic,

regulation, trust from consumers and

plans included a further roll out to cit-

simple development hurdles, there is

ies such as Beijing and Shenzhen, and

only one direction in which the auto-

even California in 2021.

motive industry is heading. From the

While there are undoubtedly

newest challengers to the oldest, most

challenges remaining in the path of

established brands, all have realised

achieving full autonomy, in terms of

one thing: AI is the future for vehicles. w w w.t e c hn o l o g y m a g a z in e . c o m

T O P 10

70

CDOs We take a look at the CDOs (or equivalent title) from the largest western companies that have such a role, in order to understand the work of data executives

SEPTEMBER 2020

71

WRITTEN BY

WILLIAM SMITH

w w w.t e c hn o l o g y m a g a z in e . c o m

T O P 10

72

10

Linda Avery Verizon

Linda Avery has been Chief Data Officer at telecommunications firm Verizon since August 2019. Educated at Bucknell University, she was previously Chief Data Officer at the Federal Reserve Bank of New York. In her previous role, she won CDO lub’s Chief Data Officer of the Year 2019, at which time she was praised: “Linda Avery realised early in her career that the difference between success and failure can come down to how you manage data.”

SEPTEMBER 2020

09

William Groves Walmart

William Groves serves as grocery giant Walmart’s Chief Data Officer, a job he took in August 2018. Previously, among many roles, he has been Chief Data Scientist & AI Officer at industrial company Honeywell, and SVP Data, Insight & Analytics at Solera Holdings. Educated at the University of Delaware and its Lerner College of Business and Economics, he said of the company: “We’re involved in robotics, we’re involved in micro-personalization, we’re involved in probably the biggest supply chain in the world.”

73

w w w.t e c hn o l o g y m a g a z in e . c o m

We lead so you can thrive Now is not the time to wonder about your security.

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CONTACT US

L EA R N MO R E www.rapid7.com | info@rapid7.com

T O P 10

75

08

Linda Powell Citibank

Linda Powell is the Global Head of Data Strategy, Governance and End User Computing at Citibank. Educated at Rutgers University and The George Washington University, she spent 20 years at the Federal Reserve Board as Chief, Economic Data Management and Analysis. She joined Citibank in 2018, and has previously said: “When working with large and complex datasets the need for good data management practices increases. This increased volume should further encourage standards and best practices across the industry.�

w w w.t e c hn o l o g y m a g a z in e . c o m

T O P 10

07

B.J. Fesq Wells Fargo

B.J. Fesq is Chief Data Officer, Wholesale Bank for multinational financial services giant Wells Fargo. Having studied a Bachelors, Cognitive Science in AI, machine learning and robotics, Fesq joined Wells Fargo in 2016, coming from the same role at CIT. There, his responsibilities included enterprise architecture, data management and more.

76

SEPTEMBER 2020

77

06

John Kahan Microsoft

John Kahan has been Microsoft’s Chief Data Analytics Officer since 2018. The New York University - Leonard N. Stern School of Business and State University of New York at Binghamtoneducated Kahan joined Microsoft in 2003 as General Manager, Global Relationship Marketing Group. His current responsibilities include using AI and data science to address challenges such as sustainable resource use, disaster response and increasing the data capacity of NGOs.

w w w.t e c hn o l o g y m a g a z in e . c o m

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digital future into a

At Cognizant, we’ve invested in the end-to-end capabilities needed to help insurance organizations not just do digital, but be digital. We partner with our clients to unlock new value and through the power of digital technologies and new ways of working, we help them evolve into more competitive, progressive versions of themselves.

Learn more at Cognizant.com

Copyright Š 2019 Cognizant

T O P 10

79

05

Sarah Karthigan ExxonMobil

Sarah Karthigan is an ExxonMobil veteran, having worked for the firm since 2005. She took her current job of Global AI Executive in 2018, having previously been Data Science Manager.

Her responsibilities include leading the company’s data scientists and managing external relationships with technology partners. She holds a Graduate degree in Data Science from Harvard University.

w w w.t e c hn o l o g y m a g a z in e . c o m

T O P 10

04

Cassie Kozyrkov Google

Cassie Kozyrkov is Google’s Chief Decision Scientist, assuming the role in 2018. The graduate of four universities started at Google in 2014 as a Statistician. She has previously written about how AI is best implemented, saying: “Many teams try to start an applied AI project by diving into algorithms and data before figuring out desired outputs and objectives. Unfortunately, that’s like raising a puppy in a New York City apartment for a few years, then being surprised that it can’t herd sheep for you.”

80

SEPTEMBER 2020

03

81

Kelly King AT&T

Kelly King serves as telecommunications giant AT&T’s Chief Data Officer, assuming the role in 2018. Overseeing the company’s Chief Data Office, the University of Missouri-Columbia and St. Louis University-educated King’s responsibilities include data science, AI and automation. He has previously emphasised the transformational nature of 5G, saying: “We believe business apps will lead where 5G use cases will go. I think consumers will follow. We want to bring things to consumers that bring actual utility.”

w w w.t e c hn o l o g y m a g a z in e . c o m

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T O P 10

84

02

Laurie Readhead

Bank of America

Laurie Readhead is Bank of America’s Chief Information and Data Officer. The University of Arizona-educated American leads a team covering such areas as data management, capital analysis and more.

She has previously held other senior roles at the company, including Consumer Market and Distribution Optimization executive for the Consumer Bank and Retail Customer Segment Strategy executive.

Among her other responsibilities, Readhead vice chairs Bank of America’s Global Diversity & Inclusion Council.

SEPTEMBER 2020

85

Laurie Readhead Bank of America CLICK TO WATCH

|

2:42

w w w.t e c hn o l o g y m a g a z in e . c o m

T O P 10

01

Rob Casper

JPMorgan Chase & Co

Rob Casper serves as the Chief Data Officer for financial giant JPMorgan Chase & Co. The Columbia College and Fordham University School of Law-educated American has been with the company in his current capacity since 2017, having previously served a long stint as Managing Director between 1994 and 2014. He has said: “When thinking about your business and data, governance and, more importantly, a data-driven culture are key to unlocking value.�

86

SEPTEMBER 2020

Why data culture matters: Rob Casper CLICK TO WATCH

|

1:36

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SEPTEMBER 2020

89

Rapid7 NICER – starting a conversation on internet security WRITTEN BY

WILL GIRLING PRODUCED BY

GLEN WHITE

w w w.te c hno l o gyma ga z in e. com

RAPID7 – NICER

Tod Beardsley, Director of Research at Rapid7, outlines the company’s recently released NICER report and why everyone can do better on online security

T

here has never been a more opportune moment than now to discuss internet security: the COVID-19 pandemic has

forced many companies and individuals to reconsider their basic operations, reimagine manual processes and also vindicated the effectiveness 90

of remote working. A consequence of the modern world’s reliance on digital technology is the nearconstant vigilance required to ensure its integrity; far from being a static issue which can be addressed satisfactorily with yesterday’s tech, a spirit of innovation and honest critical evaluation is required to understand and remedy the underlying problems which threaten to disrupt us. To spur on a debate and engage developers, regulatory authorities and the wider community, security specialist Rapid7 has released NICER 2020 (National / Industry / Cloud Exposure Report), the most comprehensive census of the modern internet risk landscape ever completed.

Speaking to us on Zoom with a background representing a visualised ‘map’ of the internet,

SEPTEMBER 2020

91

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RAPID7 – NICER

Confessions of a Former CISO: Shaming People for Bad Security CLICK TO WATCH

|

5:40

92 Tod Beardsley, Director of Research

the effect of the global pandemic on

at Rapid7, emphasises that NICER is an

internet security, which, Beardsley

attempt to spur the world into affirmative

states, was surprising. “We were plan-

action, “We’re hoping that this report

ning things out in January and February

helps people make informed decisions

and then the world came crashing

about what they should be putting on

down. I thought, ‘Hang on, let’s redo

the internet, what they shouldn’t and

all our scans; surely has fundamentally

what their local ‘neighbourhoods’ might

changed’. However, we found no effect

look like. NICER is being released for

at all.” In fact, the results showed a

free; Rapid7 wants everybody to pick

reduction in dangerous services, most

this up and peruse it.” A comprehensive

notably Windows SMB (service mes-

document split into 16 sections and three

sage block) network protocols.

appendices, NICER is the result of four

However, this unexpected good

years’ worth of research, although it

news shouldn’t lull people into a false

starts with a relatively modern focus:

sense of security – the “myth of

SEPTEMBER 2020

the silver city”, to quote the report –

In terms of cyberattacks themselves,

Beardsley is adamant that vigilance

Beardsley states that they continue to

and proactivity are the keys to success.

include conventional ‘phishing’ scams

“The problem [with the perception that

as well as more advanced methods,

progress is being made] is that we’re

such as “exploiting known vulner-

not going in that direction fast enough,”

abilities and old software that’s on

which is re-emphasised in NICER: “...

the edge.” The report includes a sum-

the security of the internet still trails

mary of the ‘most exposed’ countries

the desire to just get things working,

by total attack surface, exposure to

and working quickly.” This sentiment

selected services, vulnerability rate

roughly encapsulates the challenge

and other metrics. While countries

faced by those endeavouring to bolster

such as the US and China might bring

internet security: to construct an effi-

no surprises for their high-risk factor,

cient operating model which doesn’t

NICER also includes some surprises

sacrifice integrity, with necessary

such as Canada (9) ranking higher than

updates and patches implemented in a timely and consistent manner. The report can help facilitate the achievement of this goal by providing hard data that developers can reference as they seek out solutions.

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93

RAPID7 – NICER

94

Iran (10), despite the former having

own ‘neighbourhood’ and measure

a population density almost 50% lower

its progress relative to others, but

than the latter. This is a perfect exam-

what about specific industries? The

ple of the report’s ability to correct

report also includes a graph measur-

potentially damaging preconceptions.

ing each sector’s vulnerable assets,

“Iran is very technically savvy but it is

revealing that highly essential services

more reliant on client-oriented internet

– telecoms, financial services, retail

(mobile phone networks, etc), whereas

and pharma – are amongst the most

Canada has a lot more in the way of

exposed, including some of the larg-

wired infrastructure and servers.”

est organisations on the FTSE 100,

NICER’s information about entire countries enables each to identify its SEPTEMBER 2020

Fortune 500 and Nikkei Index. “These companies have the resources to be

great at security, but, ultimately, it’snot

NICER will be developed further into

their job,” says Beardsley. “And a

a forthcoming report at the end

lot of these companies are over 10

of 2020.

years old and haven’t gotten around

Policymakers, too, have a crucial

to upgrading, particularly if everything

role to play – as stated in NICER:

still appears to be working fine.” The

“The pen Is mightier than the firewall.”

blight of legacy network protocols

Rapid7’s report aims to supply regula-

is also problematic, with some like

tors and legislators of all kinds with

FTP (file transfer protocol) dating

the necessary information needed

back to the 1970s and possessing no

to focus their attentions. “Legislators

inherent cryptographic assurances.

and even cyber insurers want to look

Maintaining patch and version man-

at this stuff to understand what’s

agement, therefore, is essential. With

acceptable and what’s not. I think

cloud also continuing to be adopted

policymakers have a pretty critical

more widely, Beardsley states that the

role, both in terms of understanding

information on this topic explored in

risk management and understanding

E X E C U T I V E P R O FILE :

Tod Beardsley Title: Director of Research

Location: Austin, Texas

Industry: IT & Network Security I’m an individual contributor on software engineering projects, a technical security researcher, a no good dirty hacker, an open source maintainer and advocate, a conference organizer, a podcaster, blogger, and all-around new media gadfly, and an often-quoted primary spokesperson — often several to all of these roles at the same time! w w w.te c hno l o gyma ga z in e. com

95

RAPID7 – NICER

like how the internet itself works.”

Citing their ability to find effective solutions to problems which are still economically viable, Beardsley also believes that policymakers ability to bring pressing issues to the forefront of people’s attention makes them an invaluable ally. “They can sound the national security alarm and people will listen,” he adds.

NICER explores in great detail two protocols still in widespread use: Telnet and SMB. Under analysis, 96

Rapid7 found that both were outdated and neither was particularly suited to modern internet usage; in fact, Telnet was originally specced out as a temporary solution in the 1960s.

“It is obvious from this RFC (request for commands) that [Telnet] was intended to be a temporary solution and that ‘more sophisticated subsystems will be developed in time’, but to borrow from Milton Friedman, ‘there

attackers did not exist, thus rendering

is nothing quite so permanent as a

its practical use limited. Alternatives

temporary solution’,” says the report.

such as SSH (Secure Shell) make for

This is not to say that old systems or

a compelling alternative, albeit with its

protocols cannot have value. However,

own drawbacks related to exposing

the antiquated nature of Telnet comes

console access to the internet. “With

from a time when active and passive

SSH, I can tell with certainty that the

SEPTEMBER 2020

97

computer I’m talking to is the one I

internet worms in history” using SMB

thought I was talking to because they

in some way, NICER advocates for

have cryptographic fingerprints that

HTTPS as an alternative. “SMB is very

are easily verified,” clarifies Beardsley.

opaque,” Beardsley summarises. “It

SMB, on the other hand, was found to

makes cryptographic guarantees that

be too complex, almost to the point of

it can’t keep. I’m not advocating for

obscurant. With “the most destructive

the end of SMB, but having it directly w w w.te c hno l o gyma ga z in e. com

RAPID7 – NICER

exposed to the internet is a pretty bad

great impact on the stability, safety

idea and it’s almost always accidental.”

and security of the internet as a whole.”

The conclusion of NICER provides

This is a sentiment that Beardsley

a mixed but ultimately encouraging

echoes: “At the moment, I feel like a cli-

takeaway, “Things aren’t great, but not

mate scientist saying global warming

disastrously bad and relatively small

is happening but everyone is respond-

changes in how we design, develop

ing, ‘But it’s fine right now’.” Indeed,

and deploy services will still have a

the problem with underlying issues

98

SEPTEMBER 2020

relating to internet security is how eve-

art and even society,” he continues. “I

ryday interactions with it (using social

don’t see a world where we’re licens-

media, watching videos, research, etc)

ing people to programme on the

appear unaffected, yet the potential

internet, but I would like us to reach a

for all these things to be disrupted

point where it’s normal for software

exists on a fundamental level. “Internet

developers or electrical engineers to

security is not a goal in and of itself:

learn new aspects of security in their

security enables culture, commerce,

professional development.” Rapid7’s NICER could play a crucial role in expanding global consciousness on the importance of internet security.

In fact, Beardsley hopes that it is the start of an ongoing and fruitful debate.

“If someone else out there has different stats or conclusions, we’re more than happy to have that conversation.

NICER is not a ‘one and done’ report; this is an entry point into what will hopefully be several conversations on what we want the future of the internet to be.”

Read Rapid7’s full NICER report here and watch Tod share the key takeaways in this webcast

w w w.te c hno l o gyma ga z in e. com

99

100

Delivering operational resilience and excellence WRITTEN BY

MARCUS LAWRENCE PRODUCED BY

LEWIS VAUGHAN

SEPTEMBER 2020

101

www.t e c hno l o gyma ga z in e. com

VISTAS GLOBAL

Suraj Thampi, CEO at Vistas Global, discusses the company’s unique value proposition and how crises can become opportunities

I

n 2005, Momenta Global was founded as a specialist in business process management (BPM), restructured under Vistas

Global in 2013 to reflect its development into one of the Middle East’s most unique and cohesive business services providers. Spearheaded by 102

Suraj Thampi, an entrepreneur credited as having helped to pioneer business process outsourcing in the Middle East during the late ‘90s, the company now serves many Banking & Financial Institutions in the region. Alongside this strong portfolio of clients in financial services are a selection of telcos, academic institutions, automotive manufacturers, and sporting corporations operating in the region which have each benefitted from Vistas’s bespoke, region-specific service delivery, customer-centricity, growth mindset and key partnerships.

Rapidly gaining the regional footprint and clout to compete with Global Services players both from both sides of the world, has been enabled by a series of core focuses that have 2specialized the company’s capacity to boost the operational capabilities and efficiencies of its clients. At all levels, a SEPTEMBER 2020

103

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VISTAS GLOBAL

“ Most global companies and leaders in the field end up failing or being less effective when it comes to catering to these region-specific qualities” — Suraj Thampi, CEO, Vistas Global

customer-first & Innovation – driven culture is combined with feedback across internal and external channels, and a democratic approach to leadership drives creative inclusion and agility. Meanwhile, the firm is focused on developing and acquiring intellectual property (IP) under its Vistas Innovation labs. Some of those IP’s includes: • OmniHub, a Omnichannel Platform that can deliver omnichannel, single-view services that are integrable, resilient, and capable of closing framework gaps

104

delivered by global industry leaders.

• Trustnow, a Cybersecurity Product that can deliver Access Management to Critical and Sensitive data environment. Adler, a business Process application product offering Human Capital Management.

• Salus, a HSSE (Health Safety Security & Environment) application that comes integrated with integrated & IoT enabled Surveillance solutions.

“Global best practices are always considered frameworks for digital operations, and we usually end up adapting those frameworks to customize it to local sentiments and ideologies, whether cultural or operational, that SEPTEMBER 2020

Client event of Vistas

105 makes it a success compared to others

cost models and profit models, and

who try western factory models which

focus on the outcome for the client.”

falls through in the region” Thampi

Concentrating on regional business

explains. “Most global companies and

needs, particularly in the develop-

leaders in the field end up failing or being

ment of its own capabilities to bridge

less effective when it comes to catering

framework gaps for best practice, has

to these region-specific qualities. That’s

bred innate flexibility into Vistas’s offer-

where we’ve been able to carve out a

ing. The pandemic has provided new

niche for ourselves; we’re able to take

opportunities in the challenges, namely

the global frameworks and create new

in the movement of people and goods,

ones from them that are locally suited

that has actually been a great enabler

whilst keeping those best practices in

of Vistas’ existing market propositions

mind. In doing this, we are able to plug-in

that comes with ability to deliver cut-

our Innovation labs IP’s to existing tech-

ting-edge and reliable solutions to its

nology of the customers, drive efficient

clients during this period of uncertainty www.t e c hno l o gyma ga z in e. com

The world’s # 1 APM solution AppDynamics is the Application Intelligence company that uses machine learning and artificial intelligence (AI) to provide real-time visibility and insight into IT environments. With our unique AIOps solution, you can take the right action at exactly the right time with automated anomaly detection, rapid root-cause analysis, and a unified view of your entire application ecosystem, including private and public clouds.

Using AppDynamics, you’ll finally align IT, DevOps, and the business around the information that helps you protect your bottom line and deliver flawless customer experiences at scale.

Learn how we deliver unparalleled visibility

VISTAS GLOBAL

108

Elite client Qatar Financial Center Ministers on outcome based models. However,

our telemarketing units servicing telco

the company’s in-house technological

companies and redistributed what used

assets has ensured that it could react

to be the 3 specialized contact centre to

dynamically and make best value to

enable people to work from home. All of

emerging needs of its customers .

this is from a platform that we’ve built. It

“We ended up creating platforms and

took us 30-35 days to be able to design,

capabilities for our companies locally,”

build and roll this out, and this is an exam-

Thampi continues. “We’ve been moving

ple of where we have been able to adapt

our HR systems towards self-service

very quickly. Everything we do is based a

and distributed architecture for our

lot on the technology we have in-house.”

contact centres, back office CoE’s

This is where the roots of Vistas’s

adapting to Covid and its effects on

strong operations, and the clarity

business over the last six months. We’ve

of its growth strategy, are found.

had engagements where we have taken

“Every specialization is different, and

SEPTEMBER 2020

E X E C U T I V E P R O FILE :

Suraj Thampi Title: CEO Company: Vistas Global Industry: Information services

Location: Qatar

Suraj Thampi is CEO of Vistas Global, his fourth venture in the Middle East following his successful development and sale of three other enterprises in the region over the past 20 Plus years. Thampi is a seasoned leader with a remarkable eye for entrepreneurial opportunities, and has served as Director, Managing Director, Chairman, or CEO for several organisations.

Through these experiences, Thampi has developed a broad range of specialisms, including: outsourcing, business process management, strategy, operations management, facade engineering, glass processing, communications, managed services, and more. His cross-border business strategies have a root in Thampi’s background, with his parents having moved from India to Doha in 1979 where he was raised until attending university in the US. “When I was at university, I started an outsourcing company where we were doing voice campaigns for the likes of Verizon, Sprint, and T-Mobile,” he says. “We branched out to the UAE and India, and at that time, 1998, outsourcing was really picking up and there was a lot of momentum around leveraging global capabilities. There were cost pressures in the Western markets to build up efficiencies, and we saw that as an opportunity to set up new businesses and niches, leverage our experiences, and build a great practice in business process management.” Since then, digital transformation and increased regional interest in outsourcing have enabled Thampi and his teams to capitalize on emergent trends and deliver cuttingedge solutions to companies seeking to maximise operational efficiencies, with Vistas Global being a culmination of learnings and blueprints for success drawn over Thampi’s career as a business leader. www.t e c hno l o gyma ga z in e. com

109

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VISTAS GLOBAL

112

the contextual use of a technology

product suites don’t have available.

platform is the biggest challenge a

Our IP’ss are very niche and, being a

company has when adopting new solu-

tech company ourselves, we have the

tions into their operations,” Thampi

strength to develop these internally and

explains. “When we develop IP, these

usually don’t have to outsource our-

products are usually standalone, inde-

selves. We learn from the management

pendent platforms that bridge a gap

of our clients about where those gaps

for this market. The need for this is

are, and we deliver the solutions.”

owed to unique needs or requirements

Looking forward, Thampi says the

that global majors may not be able to

COVID-19 pandemic is yielding fresh

address, or it may be too expensive

opportunities for both the company and

to be able to adapt them, so we end

the Middle East’s technological adop-

up doing that while the rest of it is

tion. “Generally speaking, the region is

about bridging that gap in offering that

lagging behind more mature markets.

SEPTEMBER 2020

“ When we develop IP, these products are usually standalone, independent platforms that bridge a gap for this market” — Suraj Thampi, CEO, Vistas Global

other leading market analysts. The research data states 95% of organizations surveyed during the pandemic, and 88% of technologists report that digital customer experience is now the priority. For example, according to one of AppDynamics survey recent 81% of technologists state that COVID-19 has created the biggest technology pressure for their organization that they have ever experienced.

Reason being: this region is very young.

This view of the region’s burgeoning

Leveraging convertible frameworks

digital prospects for growth combines

for machine learning, AI and automa-

with Vistas’ resilience, and the criticality of

tion is a challenge when the process

its offering for clients, to create a potent

hasn’t been completely figured out,”

case for expansion. “We’re in a unique

he says, referring to local sentiments

situation where, each time there’s a crisis,

and requirements that necessitate

we see an uptick in our business,” Thampi

a tailored approach and how this

elaborates. “The current situation is the

has impeded transformational uptake.

same. For us, we see a lot more advan-

“Over the next few years, spurred by the

tage for our clients in terms of being able

pandemic-inspired frenzy to adopt more

to support them through this, so we’ve

technology, I think there will be a steep

had to look at how we can scale up our

adoption curve and that challenges will

bandwidth to service all of our clients’

be addressed more quickly than before.”

requirements. The biggest challenge is

Considering the Research data

getting the right people to scale up oper-

across Customer Experience that

ations and adapt with those needs. Our

Vistas has leveraged with its key part-

strategy is growth, and the route to that

ner partners like AppDynamics, the

is apparent and clear, we just need to be

application intelligence company &

able to cater to that and scale up quickly.” www.t e c hno l o gyma ga z in e. com

113

VISTAS GLOBAL

P ART N ERS

114

“AppDynamics, Perpetuuiti, Oracle Netsuite & BMC Software are all key partners of ours, and each have their particular role in what we deliver to our clients.

relationship is to do with application management and increasing operational efficiency for varied customer environments.”

Perpetuuiti has been a partner of ours for over six years, bringing disaster recovery, business continuity solutions, and intelligent process automation to the table. It’s been working with us to deliver a continuity platform for most of our customers, looking at any kind of breakdown or crisis, and it’s been able to adapt very quickly to the pandemic situation. Perpetuuiti is vital to delivering solutions to our customers, and we have a lot of projects that we’re working on for robust operational frameworks.

“We have a similar relationship with BMC as a key partner, which specialises in IT operations management and IT service management. When it comes to any technology-driven operations, we collaboratively deliver infrastructural solutions for our customers. We’re currently working on sizable projects here for governments, utility companies and more.”

“AppDynamics is another great relationship for us, offering great client relations, and much of our

“Oracle Netsuite is the latest strategic practice investment that Vistas is undertaking to expand its capabilities to ensure the Process Excellence in the Digital Operational Services to its clients and larger ecosystem of its Process Solutions.”

- Suraj Thampi, CEO, Vistas Global

SEPTEMBER 2020

Vistas’s firm cultural foundations are

within the organisation. We like promot-

set to serve as the springboard for this

ing internally and fostering a culture of

desire to scale at pace, with Thampi

growth, but we recruit at the grassroots

having taken huge interest in talent

level and are a big champion of recruit-

acquisition throughout his career. He

ing fresh graduates and putting them

takes pride in the longevity of employ-

through different aspects of the busi-

ees’ careers at Vistas, and the benefits

ness to see where they excel. We allow

that this continuity of workers provides.

mistakes and learning to discover what

“We take a long-term view to foster

our employees are really good at, and

employment within the organisation,”

we’re also big believers in people hav-

he says. “The average person at the

ing multifaceted skill sets. Additionally,

company has been working here for

we don’t like to have operational silos,

more than five years, and they have a

so we don’t want our employees to

clear succession plan for their careers

become super specialised in one area

Elite client Qatar Financial Center Ministers www.t e c hno l o gyma ga z in e. com

115

VISTAS GLOBAL

- they can be good at multiple things,

technology that drive its operations.

and we’re able to provide that train-

When it comes to the pandemic and

ing, the technological and operational

its impacts on business, Thampi

understanding, that will enable them to

closes with this: “What doesn’t kill you

deliver value to our customers.”

makes you stronger, so we just need

People and customer-centricity

to hunker down and work through this,

are at the heart of everything Vistas

and become better. That’s what we’re

Global has accomplished in its rise

doing and what we’re advocating for

to the top of the Middle East’s busi-

our customers, and together we’ll

ness services delivery industry, and

come through this and be better.”

its strong performance and ability

116

to continue serving customers with

KEY PARTNERSHIPS FOR VISTAS

new products during the COVID-19

Vistas has partnered with many

pandemic are emblematic of the

companies that includes Technology

progressive management style

Products companies and niche part-

and forward-thinking approach to

ners who form a sub component of our

“ We’re in a unique situation where, each time there’s a crisis, we see an uptick in our business” — Suraj Thampi, CEO, Vistas Global

larger strategic initiatives.

The top 3 partnerships for the year 2020 for Vistas includes AppDynamics, Oracle Netsuite & Perpetuuiti.

As Digital grips the world with more and more committed business outcomes. AppDynamics platform happens to be a great choice for us to integrate some of our Innovation lab IP’s to be able to make the client business processes more effective with confirmed application performance, management & ability to seamlessly ensure service availability.

SEPTEMBER 2020

2013

Year founded

1,300 Number of employees

117

AppDynamics suite of Application

Oracle Netsuite is the ERP plat-

Intelligence products provides

form that Vistas is adding to its

real-time visibility into our clients’ IT

Process Management Capabilities,

environment so you can connect per-

to ensure a strong offering for its

formance to business outcome

customers’ Process Transformation.

Perpetuuiti happens to be a

Netsuite Platform integrated with

core part of Vitas Innovation labs

Vistas’ Functional Services and the

enabling process automation abili-

associated Innovation labs IP’s, it

ties to OmniHub platform. This has

would be fuelling larger options of

helped Vistas to launch its Digital iVR

transformation across processes,

(Intelligent Virtual Response) across

platforms and people.

its Contact Centers & Helpdesk Process offerings. www.t e c hno l o gyma ga z in e. com

118

Centili: monetising digital experiences WRITTEN BY

WILL GIRLING PRODUCED BY

GLEN WHITE

SEPTEMBER 2020

119

www.t e c hno l o gyma ga z in e. com

CENTILI

Zoran Vasiljev, CEO, describes how Centili is continually assessing the market for its next opportunity for digital disruption

A

s the digital landscape continues to shift, companies can often spend so long fixating on the trends of today that they

forget about the potential innovations of tomorrow.

Centili is a company which manages to reconcile both perspectives; a fast-paced tech company 120

with its finger on the pulse and its eyes on the future. Founded in 2011, it is a business focused on global monetisation opportunities and driving growth through its superior customer experience and cutting-edge mobile payment solutions.

Helping its clients unlock heretofore unrealised revenue streams, customer opportunities and value, Centili is a driving force in the creative movement to monetise the modern digital experience.

Part of the digital investment industry for over 25 years, Zoran Vasiljev embodies the entrepreneurial spirit of a genuine thought-leader. Having secured several executive posts at several firms within the tech and telecoms sectors, and even founding his own (Affinitiv Consulting) in 2005, Vasiljev says that he recognised Centili as a “logical next step” in his career. “I’ve always felt that it’s SEPTEMBER 2020

121

www.t e c hno l o gyma ga z in e. com

CENTILI

“ By understanding the frictions that exist in these industries and resolving them with our service offerings and platforms, Centili can build trust, relevance and become a ‘go-to’ company” 122

— Zoran Vasiljev, CEO, Centili

a company that has a great story and great potential. One way or another, I wanted to be involved with it; I actually first attempted to acquire the company at my previous firm. When that didn’t work out I decided, if I really believe in the organisation, then I’ll have to go and join it.” Never content to simply ‘play it safe’ throughout his career, Vasiljev states that he’s become used to taking chances and exploring the frontiers of the industry. Adept at finding new opportunities and developing value in emerging global markets, he finds the pursuit of overcoming challenges to be both enriching and rewarding.

Taking on the role of CEO in March 2020, Vasiljev’s disposition stood him in good stead to meet perhaps the most significant logistical challenge of the present century: the COVID19 pandemic. Refusing to cling to preconceived ways of operating, he says that his first few months of leadership have been exacting but that establishing a clear vision has seen the company navigate the most difficult aspects of disruption. “We have everything we need to take control of the situation and understand what

SEPTEMBER 2020

Centili — Potential for Change CLICK TO WATCH

|

3:31

123 is causing problems for the industry.

might need up to 12 months from

There will not be a time when busi-

now. Its credentials as a leading

ness will suddenly revert back to how

innovator are well established. In both

things were in December 2019; that

2018 and 2019, Centili was rated as

will never happen. However, Centili

a Tier 1 DCB vendor in an independ-

has developed a strategy to expand

ent annual survey conducted among

the company, motivate employees

MNOs (mobile network operators)

and demonstrate why our industry is

from around the world by the research

fortunate enough not to be affected as

company ROCCO. More recently, it

some others might be.”

came forward as the best rated car-

Centili itself is also well-poised to

rier billing company in its Innovators

meet this goal. After all, it is a company

2020 report. Regarding this industry

motivated by creating a difference

recognition, Vasiljev added, “It’s really

in the market and projecting what its

rewarding to see the curiosity and the

partners, customers and ecosystems

continuous conversation that is being www.t e c hno l o gyma ga z in e. com

Advancing ICT solutions beyond imagination.

Learn more

21st Century Technologies Wale Ajisebutu, the founder and CEO of 21st Century Technologies, has an ambitious goal - to achieve the extraordinary. Fuelled by a passion for technology and guided by the firm belief that Africa can be better connected to the digital world, he founded the company to use state-of-the-art infrastructure to provide world-class solutions.

The vision is to become the foremost integrated ICT solutions provider in Africa.

21st Century Technologies has formed a beneficial partnership with Centili, borne out of the desire to rewrite the history of technology in Africa.

“Our combined experiences and knowledge of technology is legendary,” says Ajisebutu. “I have always believed that one of the key elements of success is partnering with esteemed organisations such as Centili, principally to leverage on both companies’ core competencies to build the most advanced digital services in Africa.”

Ajisebutu believes 21st Century Technologies and Centili are similar in many ways. He says they both started out from humble beginnings, have experienced rapid growth, and are now having significant impact on the region and beyond.

“21st Century Technologies is a regional powerhouse with huge infrastructure and a mission to provide world-class solutions to our valued customers through highly motivated talent and strategic alliances,” says Ajisebutu.

“Our partnership with Centili will bring digital transformation to Africa which many economic sectors deserve. More importantly, it helps create a sense of focus and determination to succeed.”

There is an African saying that goes ‘If you want to go quickly, go alone. If you want to go far, go together’. 21st Century Technologies has chosen Centili to go far enough to transform business in Africa.

Partnership with Centili Working with Centili has allowed 21st Century Technologies to build the most compelling aggregator platform in Nigeria. This solution will propel 21st Century Technologies to become the number-one aggregator VAS business operator on the continent.

The partnership sees both companies creating digital services that will revolutionise everything from online retail to gaming, logistics to financial services, e-commerce to entertainment.

As well as creating affordable access to technology and information, they are building new products and services that are deeply

21st Century Campus relevant to Africa. Together, they are using technology to solve complex problems for key industries as diverse as healthcare and aviation, as well as empowering people to use technology as a resource for liberty.

Digital transformation As the world adapts to the new normal, 21st Century Technologies is accelerating digital transformation.

“We aim to position 21st Century Technologies as a company with operations across Africa to take advantage of emerging opportunities,” |says Ajisebutu. “We sincerely believe our activities will move Africa’s digital economy towards a new era, with the internet and data at its heart.”

Ajisebutu believes the time is right for tech companies to grasp these opportunities, and building on infrastructure is key. Over the years, 21st Century Technologies has invested heavily in holistic infrastructure with artificial intelligence (AI) and machine learning (ML) capabilities.

The current infrastructure includes: - 36MW data centre across Nigeria - Technology park - Innovation centres - Cybersecurity centre - An Academy - Software Development Centre - Fibre Optics network - Green energy buildings 21st Century Technologies is building the most compelling ecosystem and infrastructure that will change lives, empower customers, and deliver the future.

Learn more

CENTILI

Centili — Challenges CLICK TO WATCH

|

2:44

126

triggered by customers themselves,

sections of the verticals we are serving.

both existing ones and potentially new

But, at this moment, we’re observing

ones, signaling that they would like to

and considering, ‘Where does this fit

do business with us.” However, whilst

and how does it really add value?’

certainly an innovator, Vasiljev clarifies

Driving the future of the company

that any new developments are always

is its ‘Shifting Gears’ growth strategy,

tempered with intelligent consideration

launched shortly upon Vasiljev’s arrival.

as to whether it will benefit customers

An ambitious reimagining of Centili

directly. Blockchain, for example, is

aimed at progressing the company

seeing some interest in the payments

beyond being a payment gateway

sphere, yet Centili has not explored its

and towards being a true digital

use because, at least for the moment,

orchestrator, Vasiljev says that this

the technology is not ready. “There’s a

new roadmap also serves the purpose

lot of potential for blockchain in some

of gaining expertise in the industries

SEPTEMBER 2020

which Centili serves every day. “What

use of personal electronic devices

are the pain points in gaming, video

(smartphones, tablets and comput-

and music?” he asks. “What are the

ers) by customers means that data

pain points in entertainment, FinTech

analytics has grown in importance as

and ePublishing? By understand-

the company strives to achieve opti-

ing the frictions that exist in these

mal digital monetisation, as has using

industries and resolving them with our

AI (artificial intelligence) algorithms

service offerings and platforms, Centili

to help anticipate market changes

can build trust, relevance and become

at a faster pace. “We truly believe

a ‘go-to’ company.” The frequent daily

that a combination of conversations

E X E C U T I V E P R O FILE :

Zoran Vasiljev Title: Group CEO

127

Company: Centili

Industry: Mobile Payments Location: London, UK Zoran Vasiljev is the Group CEO of Centili. He is an executive with extensive knowledge and legacy in building and running successful digital ventures. He is specialized in telecommunications, investment strategies, M&A, organizational transformation, marketing and product development, channel strategy and business development.

Zoran has more than 25 years’ international experience in digital media, telecoms, and management consulting. Before joining Centili, he led projects in the EU, MENA and APAC, holding top executive and leadership roles with Apigate, Axiata Digital, StarHub, Arthur D. Little, Value Partners and Peppers & Rogers Group. He joined Centili in March 2020.

www.t e c hno l o gyma ga z in e. com

CENTILI

and payments is something that will

micropayments. “A lot of transactions

explode technologically. People

happening through Centilli are micro-

use their phones for two reasons:

payments,” continues Vasiljev. “In the

entertainment and conversation. If

gaming environment, for example,

you are able, in those conversations,

the whole industry revolves around

to actually embed monetisation

micropayments.” The company is also

and payments with instant booking,

cognizant of developing emerging

instant betting, instant buying, instant

markets where large swathes of the

redemptions and so forth, all in one

population might not even have a bank

experience, I think that could be huge.”

account; micropayments can help

Another innovation championed

128

create an ecosystem within which

by Centili is the move away from

the “unbanked” can be empowered

monolithic payment structures

and looked after. “There’s a great

and towards smaller, more flexible

role for us in the industry because we

“ Growth is one of our key words and digital monetisation is a playground” — Zoran Vasiljev, CEO, Centili

SEPTEMBER 2020

0000

Year founded

$X.bn+ Revenue in XX dollars

Centili — Fusion CLICK TO WATCH

|

3:47

0,000 Number of employees

recognise and cater to these niches

becomes apparent: “We’re just getting

with services. Real financial inclusion

started; there’s still 400 operators that

is about being part of the process and

we aren’t connected to yet.” Indeed, it

recognising that maybe we can jump in

could be argued that growth is Centili’s

and lend somebody a hand.”

raison d’etre; if it stopped being hungry

Currently partnered with over 280

for further expansion, the company

MNOs, operating in 80 countries and

would probably cease to exist. As

connecting with over 4bn mobile users

it continues on its quest to achieve

globally, Centili has already made a

an entirely frictionless payments

significant impact just under a dec-

experience, Vasiljev makes it clear

ade since it started. However, when

that Centili doesn’t dwell on its latest

asked how the company intends to

achievements for too long (such as

maintain a roadmap for further suc-

being featured in the ROCCO 2020

cess, Vasiljev’s boundless ambition

Innovation Report), rather it simply www.t e c hno l o gyma ga z in e. com

129

CENTILI

Centili Partnerships No company is an island and it’s often who it partners with that can make the difference between success and failure. Centili has the pleasure of working with some of the top digital trailblazers around: 21st Century Technology Ltd, Tencent, Infobip and iTaxi. Regarding how they are helping Centili to achieve its goals, Vasiljev had the following to say: 130

21st Century Technology Ltd Based in Nigeria, 21st Century was founded in 1997 with a vision to become the foremost IT solutions provider in the entirety of Africa. Owner of one of the most extensive fibre optic networks in its area, the company’s dedication to quality and innovation make it ideally suited to working with Centili.

“21st Century is a very interesting

SEPTEMBER 2020

example of a company that has great leadership. It’s a company that has recognised what else it can do with Centili above and beyond even our current roadmap and our offerings; it’s challenging us on a monthly basis with new ideas.”

Bigo Technologies Singapore-based Bigo Technologies is a fast-paced, agile company serving over 400 M users. Their Bigo Live, Likee and imo apps have taken Asia (and the world) by the storm.

“They’ve done remarkable work in short video space over the past few years,“ Vasiljev says.

“We share many of the core values, and we are currently working together to implement a telco billing project in Latin America.”

Infobip Infobip is our parent company; it’s a unicorn originating from Croatia. The company is a world leader in communication platforms as a service (CPaaS) and it’s helping us develop our monetisation capabilities. The industry is merging and crossfertilising the point where the experience of conversations and payments is always underlying everything else that you do online and Infobip is a global leader in understanding that.”

iTaxi A ride-hailing app launched in Poland, iTaxi is an innovative and convenient way for the country’s citizens to travel. Utilising one of the largest taxi fleets in Poland

and handled entirely through an easy-to-use app which makes booking and paying for a ride streamlined and convenient, Vasiljev identifies it as one of the most promising companies Centili currently works with.

“I’m confident that, since the launch of iTaxi, Centili will be in many more conversations asking for similar solutions. We’re very proud of that partnership and I’m sure we’re going to do more in that segment.”

One of the world’s most used dating apps, London-based Badoo has been a partner of Centili for many years now. “The relationship is rooted in deep mutual respect of people running it since the start, and it consistently produces business results in different markets,” Vasiljev remarked. “In terms of carrier billing, Badoo is one of the most successful companies out there.”

www.t e c hno l o gyma ga z in e. com

131

CENTILI

composes itself, assesses where the next challenge or competition may emerge from and then sets to work on improving its services for customers. “The continuous involvement and renewal of our platform, our ability to be flexible and adapt to the market’s needs means that, instead of taking two years to develop a specific model or feature, we can get it done within weeks.”

Keeping its eyes on the future, as always, Centili launched ‘Fusion’ in 132

August 2020, a flexible, hassle-free solution for bundling apps, services and other associated products.

Customers pay for the bundle through a prepaid or postpaid telco account, which then enables MNOs to add value to their service via entertainment and learning packages, as well as providing merchants with an additional marketing and user acquisition channel. “The inspiration for Centili Fusion was a result of our continuous conversation and understanding about what’s happening in the telco industry,” Vasiljev explains. “It was very important to launch a platform that allows for quick access to those relationships in SEPTEMBER 2020

“Monetising the evolving digital experience is what Centili is all about” — Zoran Vasiljev, CEO, Centili

133

www.t e c hno l o gyma ga z in e. com

CENTILI

134

C EN T I LI ELEVAT E

Centili is heartened by the spirit of collaboration and understanding which is prevalent in the modern industry. As such, it has launched a webinar series titled Centili Elevate, a platform for industry leaders to trade insights and discuss relevant market topics.

“It’s good to see also that there’s more and more collaboration happening within our industry,” said Dina Janevski Farcic, Senior VP of Marketing. “The industry

SEPTEMBER 2020

should adopt an attitude that does not necessarily want to shape and retain talent indefinitely, but rather create a platform which allows them to be exposed to as many ideas, innovations and challenges as possible in order for them to become leaders of the future and maybe even partners. I think it’s very important to recognise the role that we all have to play in creating the leadership of the next digital generation.”

order to bundle specific offerings for the operators’ user base.” For some companies, 2021 is getting closer and closer, but Vasiljev is still focused on what needs to be accomplished in the last quarter of 2020. “2020 was nothing like what we originally planned and I think there’s still a lot of learning to come. We’re hoping that we’ll be able to get a headstart for 2021, which is going to be the year where Centili will be able to apply everything it’s learned with a lot of rigor and conviction.” Indeed, it’s clear that his ambition for Centili to become a global force in driving digital monetisation will propel the company energetically into its next great challenge. “Growth is one of our key words and digital monetisation is a playground,” he concludes. “It’s important for us to spend a lot of time anticipating what the next disruption might be, because monetising the evolving digital experience is what Centili is all about.”

www.t e c hno l o gyma ga z in e. com

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136

Unisys: cybersecurity strategies in a digital revolution SEPTEMBER 2020

137

WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

BEN MALTBY

www.technologymagazine.com

UNISYS

Industry-leading experts from Unisys discuss cybersecurity strategies, software and best practices that empower organisations to succeed amidst a digital transformation

U

nisys is a multi-billion dollar global IT organisation known for building highly secure, modern digital platforms. Unisys

provides multi-cloud solutions including cybersecurity, targeting various sectors such as Digital 138

Government, Lifesciences and Healthcare, Financial Services, and Travel and Transportation. The organisation transforms and manages its client’s applications, data, networks and devices.

JP Cavanna is an Industry Director - Cybersecurity UK & EMEA at Unisys and is a strategist focusing on Unisys Stealth®. Since beginning his career in cybersecurity in 2003 with the Metropolitan police, he believes that cybersecurity has continued to become more challenging in recent years. “Since its inception, cyber is becoming ever more complex as we bolt on solutions to problems that we perhaps haven’t foreseen,” explains Cavanna. “As an example from many, the convergence of IT and OT is a big deal for businesses at the moment because that conversion

SEPTEMBER 2020

139

www.technologymagazine.com

UNISYS

“ Since its inception, cyber is becoming ever more complex as we bolt on solutions to problems that we perhaps haven’t foreseen” — JP Cavanna, Industry Director Cybersecurity UK & EMEA, Unisys

brings a lot of tangible business outcomes for them but also brings a huge amount of risk too. This is because these operational technologies could only previously be attacked physically, but now if they are connected to an IT system, you can get to them from pretty much anywhere.”

At the beginning of 2020, Unisys announced the launch of the latest version of its award-winning Unisys Stealth security software suite. Stealth strives to give its clients order, resil-

140

ience and breathing room in their cyber posture so that they have the confidence to handle whatever happens and so providing assurance, reassurance and resilience to the business.

“We achieve this by using software defined perimeters and identity-based encrypted microsegmentation to create a zero trust environment, providing hyper secure end-to-end encryption of data between any two points, anywhere,” he explains. “This is in addition to unique capabilities in cloaking networks (so they become undetectable to attackers – ‘you can’t attack what you can’t see’), dynamic isolation, an industry first that can isolate a rogue SEPTEMBER 2020

Unisys - Stealth CLICK TO WATCH

|

5:06

141 endpoint or user in under 10 seconds,

security incidents, stopping attacks

and cyber recovery capabilities that

in progress. “The beauty of it being

will allow our clients to restore their

software is that it overlays network

golden copy data safely back into an

architectures and integrates with

infected network within minutes of

applications and security toolsets that

an attack occurring.”

organisations may be using,” explains

The Stealth solution addresses

Cavanna. “You don’t need to replace

threats associated with the ever-

anything, Stealth overlays it nicely.”

evolving digital landscape where

This overlay will help to visualise

adoption of cloud, mobile and IoT

network traffic and the nodes in the

continues to accelerate. Through its

computing environment. It collects

integration with security incident and

network traffic data that enables

event management systems, Stealth

the user to identify the nodes in their

provides clients with the reassurance

environment and their communication

of immediate action to respond to

paths. “This capability works alone or www.technologymagazine.com

UNISYS

will integrate with other toolsets you

If you combine it with encrypted micro-

may have in your environment giving

segmentation, what you do is you

unprecedented network visibility and

compartmentalise your network so if

visualisation, an essential component

an attacker or malware gets into that

of a zero-trust environment,” says

space, it will limit its travel within the

Cavanna. “The Stealth capability con-

microsegment and thus your network

sists of several elements mentioned

will be isolated from malware in time,

at the beginning of this report, a par-

i.e. in under 10 seconds.

ticularly useful one of which is dynamic

“Furthermore, this microsegmenta-

isolation. This identifies a rogue end-

tion provides granular visibility into

point or user and isolates it in under 10

your network and, if you want to

seconds, which is incredibly powerful.

create a zero-trust environment, it’s

142 E X E C U T I V E P R O FILE :

JP Cavanna Title: Cybersecurity Director Industry: IT JP is a passionate cyber security leader with a career that spans 17 years. JP started his career in digital forensics with the Metropolitan Police Special Branch in London, before moving to the private sector in 2009. He has held several director positions building and managing cyber professional services businesses in large UK and global organisations, spanning a diverse range of industry sectors.

Consequently, he has deep experience in helping clients to create resilient security environments. He is a regular speaker at conferences, on specialist panels and in the media.

SEPTEMBER 2020

“ Stealth brings order, resilience and breathing space to your organisation” — JP Cavanna, Industry Director Cybersecurity UK & EMEA, Unisys

143

fundamental that you know exactly

on the VPN for such tasks, which is

what is happening on the network,” he

ageing technology that has well docu-

explains. “We call the microsegmen-

mented vulnerabilities and limitations.”

tation of a network Communities of

Cavanna insists that the future of

Interest (CoI). Aside from the obvious

the software is bright and adds that

provision of least privilege for users

there are set to be even more features

accessing only that data and applica-

added in the near future. “Stealth is not

tions they need to do their jobs, these

a ‘new kid on the block’. It has been pro-

CoIs help to protect legacy systems

tecting governments and commercial

in a network as well as IT/OT enabled

organisations for nearly 20 years and is

technology. This principle can be used

constantly being improved and updated

to provide secure remote access for

with new features. One key development

employees and to reduce reliance

feature this year is our identity capability.” www.technologymagazine.com

UNISYS

Unisys - CloudForte CLICK TO WATCH

|

3:35

144 Stealth Identity™ is a biometric identity management software and it is a vendor-neutral, highly scalable,

improve the functionality of this very powerful software.

“If you think about the challenges

multimodal, multi-channel, easy to

of cybersecurity today, it’s all about

use, extensible and auditable system

protecting data. In the old days, we

that securely stores verified biometric

used to try and create an impenetrable

identities and supports the complete

fortress and protect everything at the

biometrics identity lifecycle. “We’ve

perimeter,” he explains. “Now we’re all

been protecting borders with it for

connecting into company data, which

20 years,” he says. On other features,

is the most precious asset, by differ-

“We’ve also enabled iOS and Android

ent means, be it corporate laptops,

devices along with updated Stealth

mobile devices, tablets etc. So, where

dashboards to provide even bet-

is that perimeter today? The new

ter visibility, so you can see we’re

perimeter is arguably us humans. With

continuously seeking to expand and

its ability to reduce the complexity of

SEPTEMBER 2020

your environment, encrypt your data

spent a large portion of her career with

in motion hyper-securely between

Hewlett Packard Enterprise leading

any two endpoints anywhere, bring

engineering efforts for cloud software

visibility and control to your network

and as Director of Cloud Practices

with identity-based encrypted micro-

at DXC before transitioning into her

segmentation, and to stop attacks in

current role with Unisys in November

their tracks at malware speed, Stealth

2019. Ramraj is responsible for accel-

brings order, resilience and breathing

erating and securing the cloud journey

space to your organisation.�

for Unisys customers leveraging

Anupriya Ramraj is Vice President of Cloud Services at Unisys and has

CloudForteÂŽ software. She likens cloud migrations to a space odyssey.

E X E C U T I V E P R O FILE :

Anupriya Ramraj (Anu) Title: Vice President of Cloud Services Industry: IT Anu is Vice President of Cloud Services and leads global cloud portfolio and delivery at Unisys. She has over 24 years of software management and product management experience in roles at Siemens/HP/ HPE/DXC. In her former role at DXC and HP/HPE as Cloud Services Director, Anu incubated and scaled public cloud practices and led operations automation and engineering efforts for HP public cloud. Anu is passionate about building an innovative, agile and collaborative culture with emphasis on digital transformation and customer obsession and holds three patents. Anu has a Masters in Computer Science from California State University, Chico and several cloud and agile certifications. www.technologymagazine.com

145

UNISYS

146

SEPTEMBER 2020

“ Depending on whether you want to go to the Moon or Mars, you’re going to need a different set of landing gear and that’s how we view multi-cloud migrations”

— Anupriya Ramraj, Vice President of Cloud Services, Unisys 147

“Depending on whether you want to go to the Moon or Mars, you’re going to need a different set of landing gear and that’s how we view multi-cloud migrations,” she says.

CloudForte is a comprehensive services offering to help accelerate secure migration and transformation of data and applications to a cloud that best fits the customer needs including private clouds, and hyperscalers like Amazon Web Services, Microsoft Azure and Google Cloud. Customers in the commercial and public sector leverage CloudForte and Unisys’ expertise to transition to the cloud. www.technologymagazine.com

UNISYS

CloudForte managed services are

sector agency that was looking at

subscription-based, so users can

three months to provision any hybrid-

seamlessly access and innovate lever-

cloud workloads due to a lot of manual

aging the full potential of cloud across

processes they had in place. Using

any scale and optimise resources,

Unisys CloudForte solutions, we were

facilitate day-to-day cloud operations,

able to hyper-automate and bring

manage hybrid infrastructures and

down the provisioning time to less

drive down costs.

than 30 minutes with the right security

“We bring in our own unique IP and

148

and operational governance built-in.

third-party products from our part-

CloudForte enables innovation with

ners, value-driven processes, and

cloud services. For example, we have

certified cloud experts to offer the

a large public university with over half

best solutions for our clients,” says

a million students and for this client

Ramraj. “Rapid provisioning and high

we set up a cloud data lake powered

availability are a key focus. A public

by AI services. We are now able to

Unisys - TrustCheck CLICK TO WATCH

SEPTEMBER 2020

|

5:03

149

predict and drive student graduation

Service). When customers are adopt-

rates with timely intervention. That’s

ing IaaS, they’re still responsible for

the power of cloud to drive the right

the workloads, e.g. making sure the

business outcomes.”

virtual machines are patched to avoid

“Cloud adoption needs a solid

being vulnerable to the increasing

understanding of the shared respon-

threats. In the case of SaaS, clients

sibility model for security between the

are still responsible for the data

organisations and the cloud provid-

and access controls. Cloud Service

ers. This varies based on whether

Posture Management (CSPM) is

they are adopting IaaS (Infrastructure

increasingly important as organisa-

as a Services) vs. PaaS (Platform as

tions have rushed to the cloud in the

a Service) vs. SaaS (Software as a

pandemic, and need to realise that www.technologymagazine.com

UNISYS

“ I’m a firm believer in defence in depth and I don’t believe there is a silver bullet out there” — Jamie French, Director of Strategy and Portfolio Security Solutions, Unisys

150 mis-configuration is one of the leading

hybrid-cloud environments, and pro-

causes of security breaches.”

vides an automated and optimised way

Newly released CloudForte capa-

to continually manage overall cloud

bilities include over 2,000 automated

environments including cost, security

security policies and support for over 15

and performance.

compliance standards (e.g. GDPR, CIS,

Jamie French is Director of Strategy

NIST, HIPAA). They include checklists

and Portfolio - Security Solutions

that enable well-architected reviews

at Unisys and oversees TrustCheck.

across multi-cloud deployments, accel- French says that he sees cyberseerate application modernization and

curity getting more challenging for

secure Kubernetes deployments. With

customers, rather than easier. “It’s

a comprehensive Cloud Management

getting more confusing for custom-

Platform and blueprints and accelera-

ers to choose from all the options out

tors, CloudForte helps organisations

there because there’s thousands of

with brokerage across their multi- and

companies that are claiming the same

SEPTEMBER 2020

things,” he says. “I believe in the zero-

offerings, TrustCheck is a security

trust principles and philosophy and

service delivered on an annual sub-

everyone says they do zero trust but

scription basis, providing security

it’s important that if you’re a consumer

professionals with updated information

that you strategically decide where you

on their organisation’s cybersecurity

should focus the security programme

posture and helps them understand

on because you don’t have unlimited

where they have risk and where they

funding to address these problems.”

should focus to reduce risk further.

TrustCheck is a new service that

“It’s a portal where we help custom-

draws on the strength of an analytics

ers understand risk in financial terms,”

model used in the cyber insurance

explains French. “When we looked at

industry to quickly and easily access

the market, we identified a communica-

the potential financial impact of cyber

tion gap where people were talking

risks. Unlike the other risk assessment

about implementing different projects

E X E C U T I V E P R O FILE :

Jamie French Title: Director of Strategy and Portfolio Industry: IT Jamie French, Director of Security Portfolio and Incubation is a seasoned information security leader and practitioner with over 27 years’ experience. Throughout his career, Jamie has held a broad and diverse set of roles working with every major market vertical globally. Jamie has been focused on bringing innovative solutions to market which solve complex high value customer challenges and use cases as simply as possible. www.technologymagazine.com

151

UNISYS

and would say they needed a next generation firewall and would present this to decision makers. However, they didn’t see a return on investment and the language in the boardroom is dollars and cents. TrustCheck translates that risk and places a value on it. There is a feature called scenario lab which offers the ‘what if’ scenario and allows the user to apply a baseline to find the benefits and determine a cost. TrustCheck provides that level of confidence that an organisation is going in the right direc152

tion.” French affirms having an agile and proactive approach to the security landscape is essential. “It was important before COVID but it’s even more important now,” he says. “If organisations

TrustCheck), complement one another

were doing something to reduce risk

well. “I’m a firm believer in defence-

and secure their organisation before,

in-depth and I don’t believe there is a

then it was a step in the right direction.

silver bullet out there,” says French.

However, now, companies have

“Organisations need help understand-

a bit more of a limited budget in lots

ing and communicating to boardrooms

of cases and there is a bit of tightening

about what to invest in, which is why

of the belt. Now, making a mistake might

TrustCheck is so useful.” Ramraj likens

be fatal whereas before it might just

the three services as a layered cake

have been a lesson learnt. It’s a really

when combined together. “The cloud

important aspect to consider today.”

providers are covering off the data cen-

French believes that the three solutions (Stealth, CloudForte and SEPTEMBER 2020

tre and physical security, we have the network elements that we have Stealth

153

to cover and the cloud workloads,

you have the security overlay and if

configuration, data and applications

you implement Stealth with the micro-

are protected by CloudForte,” she

segmentation it reduces your cost in

says. “These products are all comple-

relation to manpower and decreases

mentary to address all the layers of that

the reliance on dozens of different

cake.” Cavanna agrees and affirms that

security tools and reduces complexity

the three tools are a great foil for the

massively. These three tools comple-

other. “A lot of organisations are realis-

ment each other fantastically well.”

ing that VPN probably isn’t the way to go anymore and cloud is becoming the choice,” he says. “We have that ability with CloudForte to ensure everything is considered properly. With Stealth, www.technologymagazine.com

154

SEPTEMBER 2020

155

THE JOURNEY TO HEALTHCARE TRANSFORMATION WRITTEN BY

MATT HIGH PRODUCED BY

LEWIS VAUGHAN www.technologymagazine.com

CERNER MIDDLE EAST & AFRICA

KARIM ABD-ELHAY, GENERAL MANAGER OF CERNER MIDDLE EAST, DISCUSSES THE COMPANY’S END-TO-END HEALTHCARE TRANSFORMATION

A

lthough Karim Abd-Elhay has only held the position of General Manager of Cerner Middle East and Africa since the turn of

2020, he has been with the company for 15 years.

This has both given him a wealth of experience upon 156

which to base his approach to leadership, and a unique insight into the digital evolution of the broader healthcare industry.

Abd-Elhay began his Cerner journey as a finance controller – a role that he says gave him a firm understanding of dealing with clients, structuring and building out financial strategies and contracts, and a general sense of the intricacies of the healthcare information system. He subsequently worked his way through several positions, including Operations Manager for the Middle East, where he actively drove expansion into other countries such as Saudi Arabia, Egypt and Qatar, and Strategic Business Executive.

In the latter position Abd-Elhay became immersed in business development and operational strategies, working more closely with clients and partners.

SEPTEMBER 2020

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www.technologymagazine.com

CERNER MIDDLE EAST & AFRICA

“ CLOUD IS A JOURNEY THAT DOESN’T HAPPEN OVERNIGHT, BUT THERE ARE HUGE BENEFITS FOR OUR CLIENTS AND US FROM EMBARKING ON THAT JOURNEY” — Karim Abd-Elhay, General Manager (Saudi & Egypt), Cerner Middle East

“It’s a journey that absolutely let me understand Cerner and how the business operates,” he explains. “Navigating your way through the core areas of the business, particularly at a strategic level, and gaining that really diverse business and industry knowledge has helped me to hone the ability to focus on the bigger picture. Each of those roles involved understanding the long-term implications of strategy or investment, or any other decision-making, and that’s certainly shaped my approach to lead-

158

ing – I’m driven by long-term outcomes for me and the business, not only shortterm achievements.”

Cerner is an organisation built on a strong culture. The company, which alongside its Middle East operations has its headquarters in the U.S., provides intelligent, technology-driven solutions for the healthcare industry.

This includes a suite of digital solutions designed to streamline clinical workflows, network and security services, technology and consulting, end-to-end revenue management cycle technology and more. Each of these is underpinned by a philosophy that drives the business and is centered around SEPTEMBER 2020

Innovating for a healthier population together CLICK TO WATCH

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1:23

159 a belief in a world without medical

in an industry that is increasingly being

error that is underpinned by an inte-

driven by technology and digital trans-

grated, patient-focused system that

formation. “Innovation is really important

allows information to flow across the

– in our business, it has to be – but equally

health economy.

so is the simplification of that technol-

“We pride ourselves on our culture

ogy. A lot of our work involves looking

and vision,” says Abd-Elhay, “and every

at our client processes and delivering

person in Cerner, regardless of his

smart and innovative ways of getting

or her position or level in the business,

more out of them to improve both their

is expected to be driven by core pillars

business and the healthcare sector.”

that we all follow: respecting each other

Somewhat unsurprisingly, given

and collaborating together, delivering

his experience in the industry, Abd-

on our commitments, behaving with

Elhay is well versed in the pace of

integrity, innovation and simplicity.” The

change sweeping across healthcare.

latter, he notes, is particularly important

Technology is, he explains, playing a key www.technologymagazine.com

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“ EVERY PERSON IN CERNER, REGARDLESS OF HIS/HER POSITION OR LEVEL IN THE BUSINESS, IS EXPECTED TO BE DRIVEN

BY CORE PILLARS THAT WE ALL FOLLOW” — Karim Abd-Elhay, General Manager (Saudi & Egypt), Cerner Middle East

A counter to the second point is that, as with countless other industries, the implementation of advanced digital technologies does bring efficiency both in terms of operations and cost. To this end, Abd-Elhay points to machine learning and artificial intelligence, and the greater use and understanding of data, as being primary drivers of change for the industry. These technologies, as he explains, are influencing every aspect of the healthcare chain. “Some are

role in the shaping of the future industry.

ripping up the traditional processes

However, the sector has been slower

entirely, such as machine learning

on the uptake of some innovative solu-

algorithms that support clinicians to

tions than others. “It’s not as advanced

deliver the best care,” he says. “Others

as some other sectors, like banking for

are more patient facing. Much of that

example,” he explains. “And that’s really

is focused on engaging the person to

because of the complexity inherent in

take an active role in preventative care

providing healthcare. Any decision you

rather than treating illness once it has

make, any new technology you imple-

happened, so technologies that aid

ment can have the ultimate impact on

a more proactive approach to offering

a patient and there are so many factors

healthcare.”

that must be considered in any new

This approach – to create a healthcare

adoption. Another concern around tech-

environment in which technology allows

nology implementation is cost; there

institutions, clinicians and caregivers, as

is a lot of discussion around how to

well as patients, to proactively improve

achieve all of the necessary objectives

health is a fundamental aspect of Cerner

with less resources, or certainly smarter

Middle East and Abd-Elhay’s vision.

use of resources.”

The company is in the midst of its own www.technologymagazine.com

161

CERNER MIDDLE EAST & AFRICA

162

“ DATA IS TRANSFORMING THE SECTOR IN A NUMBER OF AREAS, SUCH AS PREDICTION AND THE ANALYSIS OF PATTERNS OR BEHAVIOURS THAT WILL ALLOW A BETTER UNDERSTANDING OF CERTAIN DISEASES OR ILLNESSES” — Karim Abd-Elhay, General Manager (Saudi & Egypt), Cerner Middle East

SEPTEMBER 2020

163

www.technologymagazine.com

CERNER MIDDLE EAST & AFRICA

164

digital transformation, he says, that is

and the patient and helps the clinician in

seeing it embed these new innovations

the documentation and ordering, giving

into its own products and services. “On

more quality time for clinicians to spend

machine learning and AI, for example,

with the patients.”

we have our own algorithms that can

More broadly, Abd-Elhay explains that

help for identifying possible diseases

Cerner is focusing its efforts on ‘popula-

at an early stage and which are easy to

tion health’. “There’s a lot of data out

treat at that point. We also have a similar

there, but no one is aggregating it,” he

technology for analysing patient data

says, “whether that’s from information

and highlighting the possibility of sepsis;

available with healthcare organisations

this has seen a lot of success in reducing

perspective or the patient’s side (like

mortality rates. Similarly, we are working

physical activity, sleeping patterns,

on an AI-driven solution that analyses

diet, and many more). We realise that

the conversation between the physician

the percentage of patient health data

SEPTEMBER 2020

E X E C U T I V E P R O FILE :

Karim Abd-Elhay Title: General Manager for Saudi & Egypt Industry: Information Technology & Services Karim Abd-Elhay, General Manager for Saudi & Egypt, responsible for maintaining a successful business relationship between Cerner and its clients, increasing client satisfaction, and growing Cerner’s business in Saudi & Egypt. Karim is a strong client advocate who focuses on value creation for Cerner’s clients, including client satisfaction and success measures. He has been successful in creating partnerships towards industry performance excellence. Through his previous clients’ assignments, Karim was able to help multiple clients to succeed in overcoming their challenges and excel in showing their success stories. This has been reflected in clients’ success metrics, improved efficiency and strategic changes.

Throughout his Cerner career, Karim has held several positions and contributed to the success of Cerner Middle East in different roles. He joined Cerner in 2006 during the initial setup of Cerner Middle East as a Finance Controller. His role exceeded the internal accounting and financial side to build relations with Cerner clients and help them in their financial planning and contracting needs.

Also, he held the role of the Operations Manager where he contributed to the growth of Cerner by building strategic relationships with Cerner’s partners and opening Cerner branches in Saudi Arabia, Qatar, and Egypt. Before taking the General Manager responsibility, Karim was Strategic Business Executive for Middle East, through which he delivered great results for Cerner business and clients in the region. Prior to joining Cerner, Karim held several accounting/ finance roles with Americana Group. He also held several voluntary roles with the Institute of Management Accountants including the President of UAE Chapter.

www.technologymagazine.com

165

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167 available within healthcare organisa-

Of course, traditional business

tions are much less than what can

models and previous approaches to

be captured outside it. So, the focus

technology have been disrupted by

right now is on using that data to see

the impacts of the global COVID-19

how we can monitor the health of the

pandemic. For the healthcare sector,

population to actively keep everyone

Abd-Elhay recognises a quickening

healthy and to interact with people

of the trend towards remote health-

before they become patients. It’s an

care, telemedicine and limiting visits

area, due to our expertise, that I see

to hospitals unless absolutely necessary.

Cerner really excelling in and provid-

“There has been some resistance to

ing great value in our region. Data is

it previously,” he explains, “but COVID-

transforming the sector in a number

19 has just changed the landscape.

of areas, such as prediction and the

So, video conferencing with your

analysis of patterns or behaviours that

clinician, mobile visits and diagnoses,

will allow a better understanding of

telemedicine – all of these things that

certain diseases or illnesses.”

limit contact are just becoming more www.technologymagazine.com

CERNER MIDDLE EAST & AFRICA

168

“ I’M DRIVEN BY LONGTERM OUTCOMES FOR ME AND THE BUSINESS, NOT JUST SHORT-TERM ACHIEVEMENTS” — Karim Abd-Elhay, General Manager (Saudi & Egypt), Cerner Middle East

SEPTEMBER 2020

important. There’s also a noticeable shift in the importance of organisations being flexible in terms of their day-to-day operations and processes, how they adapt their environments to suit the needs of patients, how they can repurpose physical spaces and so on.”

Countless industry sectors continue to debate what the ‘new normal’ will look like post COVID-19. For Abd-Elhay, the increased use of technology and shift in approach to that technology will be permanent. Those organisations that have embraced innovative solutions have reacted better to the crisis and positioned themselves at the forefront, he explains. Cerner is one of those organisations. The company very quickly recognised the extent of the COVID-19 crisis and responded rapidly so as to fully support its clients. From updating its website with relevant information to actively being involved in the development of field hospitals built specifically to deal with the pandemic, the company has supported customers and the broader industry with its technology.

Naturally, to successfully deliver such measures and to keep ahead in the transformation of the sector, www.technologymagazine.com

169

CERNER MIDDLE EAST & AFRICA

170

Cerner works with several technology

Also the business has a strong partner-

companies on developing impactful

ship with Amazon Web Services (AWS)

solutions . Abd-Elhay recognises the

to facilitate its migration to the cloud.

importance of strong collaboration with

“Cloud is a journey that doesn’t happen

partners, stating “there’s no need to

overnight, but there are huge benefits

reinvent the wheel while we can work

for our clients and us from embarking

with experts in their respective fields”.

on that journey, and from working with

For example, Cerner partners with

AWS. It eases the technology manage-

Imprivata to streamline and simplify the

ment for our clients and provides the

secure access of the caregivers to the

required computing power for the Big

system which leads to a more satisfied

Data and analytics tools that we need

end users and more efficient operation.

to apply to each client, and ensures

SEPTEMBER 2020

171

that we are able to provide the maxi-

us forwards and it’s certainly an area

mum value in our services.”

that I see Cerner dominating in the

Cloud forms only part of the future

future. The future of healthcare lies

journey of the business. This road-

in data and how to use that data to the

map, as Abd-Elhay explains, will be

best effect and I think we have a big

technology-driven. “That move to the

advantage in that regard.”

cloud will really power our clients and us into the next stage of our journey and enable many of the new and innovative solutions we intend to implement.

In terms of my vision, I think that the population health concept will drive www.technologymagazine.com

172

SEPTEMBER 2020

DIGITALISATION OF THE CHEMICAL INDUSTRY

173 WRITTEN BY

GEORGIA WILSON PRODUCED BY

BEN MALTBY

www.technologymagazine.com

EVONIK INDUSTRIES

Henrik Hahn, CDO Evonik Industries and Chairman of the Management Board of Evonik Digital GmbH, on the importance of technology in the chemical industry, the impact of COVID-19 and digitalisation

174

A

fter graduating with an engineering doctorate in the field of fluid dynamics and Rheology, Henrik Hahn, Chief Digital

Officer of Evonik Industries and Chairman of the Management Board of Evonik Digital GmbH, began his career at Evonik Industries more than 20 years ago, in the process technology and engineering department. Afterwards, he moved to chemical research and development, headed a corporate start-up, later joining the corporate strategy department before taking his current role.

When it comes to establishing a digital innovation strategy, Hahn says that Evonik Industries first approach to establishing a strategy is to establish how the strategic business unit and functional departments can benefit from the use of digital technologies and take advantage of a data centric approach. “Innovation is not fulfilling any self purpose. We are trying to make it a part SEPTEMBER 2020

175

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EVONIK INDUSTRIES

BRINGING IN NEW TECHNOLOGY MEANS CHANGE, THEREFORE YOU COULD ARGUE THAT DIGITAL TRANSFORMATION IS NOTHING MORE THAN A BIG CHANGE MANAGEMENT PROGRAM 176

of the strategy for a specific strategic model, putting people at the heart of this realisation. While I believe it is unlikely that the chemical industry will see a real disruptive transformational change, it will be lifted into the digital age. So we are looking to see how new technologies and data centric approaches can support our overall strategy and drive efficiency.”

However, Hahn emphasises that “bringing in new technology means change. Therefore, you could argue that digital transformation is nothing more than a big change management program. As a result, everything starts

— Henrik Hahn, CDO Evonik Industries and Chairman of the Management Board of Evonik Digital GmbH

with being aware that we are about to change not only internal processes but processes relating to external operations.” Breaking down digital transformation into four elements: create, communicate, deliver and exchange offerings, Hahn explains that along this journey, each element must be informative and inspirational for people as well as understandable as to why the transformation is taking place. “The people dimension is key. It’s not just about technology, it’s much more about people, trust and

SEPTEMBER 2020

We are Evonik - Leading Beyond Chemistry | Evonik CLICK TO WATCH

|

0:34

177 explaining why we believe that digital

where other industries have been

transformation is something that will

lost.” Hahn further comments that in

occur in our industry. Without people

today’s digital era, “representatives

even the best technology will never

of our industry have broadened the

materialise if people do not under-

technology discussion from a produc-

stand the benefits.”

tion or R&D standpoint, to harnessing

In the chemical B2B space, Hahn

technology in the administrative

reflects on the industry’s technology-

space relating to the digitalisation

centred approach. “With engineering,

of corporate finance and human

technology and sustainability at the

resources, taking advantage of artifi-

heart of most industries, being an

cial intelligence (AI), robotic process

early adopter - particularly when it

automation (RPA) and blockchain.

comes to production and technol-

With every aspect of our business

ogy - has ensured that the chemical

being affected by technology, we

industry has sustained its place,

need to ensure that we have the www.technologymagazine.com

21 GIobal Regions 63 Availability Zones Available Region Overseas Innovation Program

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foundations in the form of data to enable this technology.”

When it comes to digital transformation at Evonik Industries, Hahn details that “looking into the production space, everything is centred around smart operations and interconnectedness.

As a result, network and IoT solutions can be utilised to improve the flow of information and improve access to insights within the production plants by taking advantage of sensor technol-

BEING AN EARLY ADOPTER - PARTICULARLY WHEN IT COMES TO PRODUCTION AND TECHNOLOGY - HAS ENSURED THAT THE CHEMICAL INDUSTRY HAS SUSTAINED ITS PLACE, WHERE OTHER INDUSTRIES HAVE BEEN LOST

ogy and data exchange. From a supply 179

chain perspective, machine learning models increase the efficiency of the entire supply chain network. Then, from a marketing and sales perspective, ecommerce is becoming increasingly important in the B2B space and chemical industry, not only to benefit from transactional efficiency gains, but

— Henrik Hahn, CDO Evonik Industries and Chairman of the Management Board of Evonik Digital GmbH

also the ability to operate and engage almost 24/7 with potential and existing customers.” Another key aspect for Evonik Industries, that has only increased with the impact of COVID19, is the ability to enable remote interaction. “Not only in the current pandemic situation it is advantageous to utilise immersive technologies like www.technologymagazine.com

EVONIK INDUSTRIES

180

augmented and virtual reality to con-

where do trends come from and where

duct interactions with our customers

are they being driven forth? Which led

remotely providing expertise on prod-

me to Alibaba and IBM, for example.

ucts and applications.”

Partnerships in my view are really

In order to drive the company’s

essential in order to develop innovative

digital transformation, Hahn explains

business model components, driving

that as part of his role as CDO, he is

collaboration and learning from others.”

tasked with looking into opportunities

Expanding on the impact of

for partnerships within the industry and

COVID-19, Hahn reflects that “in

cross industries. “We have a couple

comparison to other sectors the

of partnerships with large technology

chemical industry is doing relatively

companies as well as smaller compa-

well. I believe that the reason for this

nies and startups. When we started our

is that the industry is still generating

transformation journey, I asked myself:

output. At Evonik Industries we are

SEPTEMBER 2020

taking it very seriously to comply with

where a company finds itself isolated.”

social distancing while maintaining

Post COVID-19, Hahn explains that

our production. A particular challenge

“it’s of course very hard to tell what

that I have seen within the industry

the future will look like, but I think the

is isolated supply chains. At Evonik

chemical industry itself is robust and

Industries – probably as well as in

we will more or less manage to get

other companies – we need to ensure

through 2020 without too much trou-

that we mitigate the risk of having an

ble, as our world relies on the chemical

isolated supply chain. When it comes

industry. Without chemistry the world

to international supply chains, it is very

would be dull, dark, and simply dis-

important not to undergo a situation

astrous. We would have no iPhones,

E X E C U T I V E P R O FILE :

181

Henrik Hahn Title: CDO

Company: Evonik Industries

Industry: Chemicals

Location: Germany

Henrik Hahn (52) is Chief Digital Officer at Evonik Industries and Chairman of the Management Board of Evonik Digital. Hahn studied Process Engineering and within his Doctorate research in the field of fluid dynamics and rheology he developed a framework for turbulence phenomena using data analytics and modelling techniques. He also obtained a degree in Business Administration and Industrial Engineering and is experienced in information economics and game theory. He has previously worked in various management positions in the area of innovation and technology including the responsibility for a Corporate hightech startup and joined Evonik in 1999. www.technologymagazine.com

EVONIK INDUSTRIES

182

SEPTEMBER 2020

INNOVATION IS NOT FULFILLING ANY SELF PURPOSE. WE ARE TRYING TO MAKE IT A PART OF THE STRATEGY FOR A SPECIFIC STRATEGIC MODEL, PUTTING PEOPLE AT THE HEART OF THIS REALISATION 183

— Henrik Hahn, CDO Evonik Industries and Chairman of the Management Board of Evonik Digital GmbH

www.technologymagazine.com

EVONIK INDUSTRIES

AT EVONIK INDUSTRIES WE ARE TAKING IT VERY SERIOUSLY TO COMPLY WITH SOCIAL DISTANCING WHILE MAINTAINING OUR PRODUCTION

184

— Henrik Hahn, CDO Evonik Industries and Chairman of the Management Board of Evonik Digital GmbH

SEPTEMBER 2020

2007

Year founded

€13.1bn+ Revenue in Euros

32,000 Number of employees

no LED lighting, no almost anything.

Almost everything in our world is centered around chemistry, from the food we eat to health care to mobility.

The chemical industry, in other words, acts as the industry of the industries.

Therefore I’m really optimistic that even if we face challenges we will have a bright future and act as an innovation engine, to enable new or better product solutions.”

www.technologymagazine.com

185

186

Embracing digital and cultural - one does not work without the other WRITTEN BY

WILLIAM SMITH PRODUCED BY

BEN MALTBY

SEPTEMBER 2020

187

www.technologymagazine.com

MITSUBISHI ELECTRIC

Roman Gaida, Department Head of CNC Mechatronics Division EMEA at Mitsubishi Electric, on digital and cultural transformation and embracing diversity

188

M

itsubishi Electric is a multinational manufacturing giant employing over 100,000 people globally. Creating

everything from air conditioning systems to satellites to robots, its reach can be felt in a huge host of industries. Roman Gaida is Mitsubishi’s Department Head of CNC Mechatronics Division EMEA, part of its factory automation business unit. CNC (computer numerical control) deals with the automated control of machine tools via computing. “We provide the software, the hardware and the drives for all CNC machines of our big OEMs, some of which we’ve been working with for more than 40 years now. Yamazaki Mazak Corporation, for example, which is one of the biggest producers of numerical controlled machines in the world. There are thousands of machines all over Europe which we service and provide spare parts for, as well as conducting repairs.”

SEPTEMBER 2020

189

www.technologymagazine.com

MITSUBISHI ELECTRIC

“ The time that we’ve gained with all these initiatives, we’ve used to develop new business models”

In such a highly specialised business, the transformation Gaida has overseen has necessarily been bespoke. “I can’t name systems, because everything was customised,” he explains. “At the beginning we made gap evaluations of things that needed to change because the needs and environments of our customers are changing.” One of the areas targeted for improvement

190

Roman Gaida, Department Head of CNC Mechatronics Division EMEA, Mitsubishi Electric

was making use of hitherto unused data. “We found we could use data for predictive maintenance or stock estimation.We worked together with EY and said to Dr. Bernd Rubel, at that time project manager at EY: ‘We have the knowledge and experience, you know how to create new designs and processes’.” That assistance resulted in new supply chain, repair and ordering systems, which Gaida estimates have resulted in 20-30% efficiency increases.

As a busy hub for machine parts, the company’s repair shop was also ripe to produce data on the reasons for part failures and so on, that could then be used to predict future issues. Just in time delivery

SEPTEMBER 2020

Mitsubishi – Computer Numerical Control CLICK TO WATCH

|

2:06

191 was another focus, especially

a minimal viable product and launch

important due to the global nature

it to market in the middle of the pan-

of Mitsubishi’s operations. Nothing

demic, which saw the use of Smart

was done merely for the sake of

Glasses for the technical depart-

it, however. “The time that we’ve

ment to see machine failures and

gained with all these initiatives,

give support even while not being

we’ve used for our customers and

allowed to travel.

to develop business models. Just

The technical transformation

in the last six or so months, we’ve

at Mitsubishi Electric has been

developed and started designing

achieved together with longstand-

remote services. We’ve also done

ing and Europe-wide acting partner

business model innovation and value

Atos, which makes an ideal partner

proposition workshops to see what

due to its understanding of busi-

our customers’ needs and pains are.”

ness processes, technical expertise

The department managed to create

in digitisation, as well as keen www.technologymagazine.com

MITSUBISHI ELECTRIC

Mitsubishi – Roadmap (Coronavirus) CLICK TO WATCH

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4:20

192

understanding of the Mitsubishi

more in line with its automation aims.

Electric culture. “Sometimes it’s not

“Automation will be much more of

easy for third parties to understand

interest in the factories of the future

the way we do business and pro-

because of the shutdown and the loss

jects. But Atos could easily create

of production caused by having to

customised solutions for us from the

send everybody back home. If you’re

blueprints that we had”, Gaida says.

a food company or a pharmaceutical

As with all companies globally,

company, there must be automation

Mitsubishi Electric has not been

there.” Gaida doesn’t believe this

unaffected by the ongoing COVID-

will result in a loss of jobs, rather the

19 pandemic. Gaida is sure that

creation of more in new areas.

this has not impacted its roadmap

Gaida was already an advocate

however, instead accelerating the

of the kind of flexibility the pandemic

path it is on and bringing the world

has forced on companies. “For home

SEPTEMBER 2020

“ I truly believe that leading with targets is better than leading with office time” Roman Gaida, Department Head of CNC Mechatronics Division EMEA, Mitsubishi Electric

office culture, it’s been quite good,” he says. “For my department, it was an easy transition, because I already encouraged people before coronavirus to do a day at home or be more flexible. That’s because I truly believe that leading with targets is better than leading with office time.”

The company has a number of exciting projects in the pipeline, with Mitsubishi having created a company

E X E C U T I V E P R O FILE :

193

Roman Gaida Title: Department Head of CNC Mechatronics Division EMEA Company: Mitsubishi Electric Roman Gaida (38, and a father of twins) is the Department Head of CNC Mechatronics Division EMEA. Before starting in this position in April 2018, Roman was Head of Sales & Marketing Europe and was responsible for all of the division’s European sales and marketing activities, including the Middle East and South Africa. Prior to joining Mitsubishi Electric, Roman was Global Business Development and Segment Manager for Oerlikon and was responsible for all business development activities of the Nitriding Business of Precision Component worldwide. Roman earned an MBA from RWTH Aachen and St.Gallen University, and a Bachelor of Engineering degree in Industrial Engineering. www.technologymagazine.com

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Mitsubishi – Traits of Leadership CLICK TO WATCH

|

5:08

195 in Japan to develop AI solutions within

“ Digital is 10% tech and 90% human”

products. “In the CNC world, and also in the robotics world, we will see the integration of many more artificial intelligence tools into our current products.”

Roman Gaida, Department Head of CNC Mechatronics Division EMEA, Mitsubishi Electric

Also launched within the last two months is MELFA Assista, a cobot solution that it already headed to the first customers.

Gaida is confident that the department remains on the right course, and is passionate about including team members in that direction. “We decided to create a project team in-between departments, which I tried to make as diverse as possible. www.technologymagazine.com

MITSUBISHI ELECTRIC

“ Automation will be much more of interest in the factories of the future” Roman Gaida, Department Head of CNC Mechatronics Division EMEA, Mitsubishi Electric

196

SEPTEMBER 2020

197

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MITSUBISHI ELECTRIC

198

“ A digital transformation is only possible with an underlying cultural journey” Roman Gaida, Department Head of CNC Mechatronics Division EMEA, Mitsubishi Electric

SEPTEMBER 2020

1921

Year founded

$40.9bn+ Revenue in US dollars

146,500 Number of employees

That meant people who don’t nor-

think that they could do it. As a

mally work together, but also, in the

female project leader, she made

male-heavy manufacturing world, we

decisions that were different to the

had one female team leader, Doris

norm, which led to fantastic new

Wolfgarten, who stood out and really

solutions. Most of the time, when

grew in the course of our projects.

people choose project manag-

“Previously, we’d had people who

ers, they fear that if they choose

had worked for 15 years as a team

someone less experienced, then the

leader and never challenged them-

whole project could come down. But

selves in such projects. It was a big

if you take those kinds of risks, they

target of mine that when I searched

will pay off in the end.”

for a project leader, I would choose people who might not necessarily www.technologymagazine.com

199

200

SEPTEMBER 2020

201

Unleash the power of data with Telstra Purple

WRITTEN BY

WILLIAM SMITH PRODUCED BY

LEWIS VAUGHAN w w w.t e c hn o l o g y m a g a z in e . c o m

TELSTRA PURPLE

Executives from Telstra Purple’s Data and Analytics Domain explain how they support customers on data journeys through insights, advice, roadmaps, and analysis

T

elstra Purple is the consulting arm of global telecommunications company Telstra. Its mission is to assist clients

with IT and business challenges, covering an array of functions such as security, cloud, data and digital transformation.

202

With a global team of over 1,500 experts, including a 100 strong team of consultants in London, UK, Telstra Purple offers a breadth of skills across the world. “By putting purpose and people at the core of everything we do, we bring the experience, capacity and tools to help businesses achieve digital success” says Bradley Hopkins, Head of Data and Analytics, Telstra Purple EMEA. Telstra Purple’s offerings are spread across four complementary solution areas and skill bases.

“Those four areas are strategy and transformation, cloud and modern workplace, security and networks, and data and analytics,” says Hopkins.

“Typically, we deliver advisory work to help clients on their journey, whilst assisting with the end-to-end implementation and delivery of those solutions.”

SEPTEMBER 2020

203

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“ You can have the best tools in the world, but they’ll be redundant if you haven’t got the correct procedures in place.”

— Ed Bullen Head of Data Engineering and Data Science, Telstra Purple EMEA

DATA IS OMNIPRESENT Businesses produce and process data more than ever before, and it has become increasingly important to derive value from it.

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TELSTRA PURPLE

the data that they have. This includes data about their customers and operations, how well and efficiently they can operate based on that data, and the interactions and transactions that they have with suppliers and clients.”

Data then represents an untapped source for many companies, which is precisely where Telstra Purple comes in. “Everything we do in terms of designing our projects and solu-

“ We helped Genomics England reduce their IT costs because we were able to map projects and application activity to the cloud and IT billing costs” — Ed Bullen Head of Data Engineering and Data Science, Telstra Purple EMEA

tions is to help companies drive more 206

revenue, reduce costs and increase their competitive advantage by

Continues on page 208 →

“ We helped Genomics England reduce their IT costs because we were able to map projects and application activity to the cloud and IT billing cost” — Ed Bullen Head of Data Engineering and Data Science, Telstra Purple EMEA

SEPTEMBER 2020

C A SE S T UD Y:

How a single data strategy empowered Genomics England to sequence the future of British healthcare As Matt Hancock MP, Secretary of State for Health and Social Care, noted, “The future of healthcare will be more personalised, more predictive, more preventative – using data to target those who need support to lead healthier lives.”

The 100,000 Genomes Project, run

by Genomics England and funded by the UK Department of Health and Social Care, is just one example of the truth of that statement. Initially created to sequence 100,000 genomes to better understand rare diseases and cancers, the success of the project led to its expansion to sequence up to five million genomes in the next five years, bringing with it an extortionate amount of data.

Telstra Purple was tasked to provide the right data strategy in order to bring together fragmented data sets, ensure privacy and security for

sensitive and confidential information, and to provide insights into costefficiencies to help as many people as possible.

Genomics England ultimately needed to transform from a research organisation to a big data one. They were understandably spending a lot of money on IT technology each month and so Telstra Purple worked with them to provide enhanced visibility and access to the data to make their decisions quicker and more accurately.

As a direct result of the partnership, project coordination became much more efficient, as Bullen explains. “The people managing the projects were able to operate more efficiently when they saw that there was overlap in terms of research work. In addition to this, we helped Genomics England reduce their IT costs because we were able to map projects and application activity to the cloud and IT billing costs. We were able to cut out duplicate and redundant cloud and IT infrastructure to reduce the costs quite significantly – especially important for a mainly public-funded organisation.”

w w w.t e c hn o l o g y m a g a z in e . c o m

207

TELSTRA PURPLE

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provide access – putting in place a flex-

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and users. And finally, you can then

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move to insights and value, using the

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Nevertheless, there are some key ten-

new things. That’s the general pattern,

ets, which Telstra Purple cleaves closely

but within that we see a lot of variation

to. “It starts with discovery,” says Bullen.

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SECURITY CONCERNS

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209

“ By putting purpose and people at the core of everything we do, we bring the experience, capacity and tools to help businesses achieve digital success” — Bradley Hopkins Head of Data and Analytics, Telstra Purple EMEA

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As for security, companies dealing with sensitive data are naturally cautious. “We work arm in arm with our internal security team to ensure that we can deliver secure data insights,” says Hopkins. “But certain customers, especially in sensitive industries like healthcare, w w w.t e c hn o l o g y m a g a z in e . c o m

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private data?”

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Though a challenge, this is not

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and effectively.

210 E X ECU T I V E P ROF IL E:

Ed Bullen Title: Head of Data Engineering and Data Science at Telstra Purple EMEA Ed leads the Data and Analytics consulting team for Telstra Purple in EMEA. He is currently focussed on building an expert Data Science and Data Engineering team with a focus on applying data and analytics to solve real-world problems that deliver genuine value to Telstra’s clients. In addition to this, Ed has many years of handson experience designing and implementing data systems in the Banking, Insurance and Bioinformatics sectors as well as a period working for a major database vendor.

SEPTEMBER 2020

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

Bradley Hopkins Title: Head of Data and Analytics at Telstra Purple EMEA Bradley has developed and led a consultancy discipline within Telstra Purple to deliver pragmatic data, analytics and AI solutions.

With extensive experience in customer relationship management, technology vendor management and solution design, Bradley is helping clients understand complex problems and create unique approaches to drive value from data that supports business goals. Bradley is also a founding advisory board member of Data Journeys – a community for sharing experiences and innovations in the data industry – and is proactively working to shape the relevance and application of data in the constantly evolving global market. w w w.t e c hn o l o g y m a g a z in e . c o m

TELSTRA PURPLE

213 “Ideally, all data should be cataloged in a central repository, but data governance is as much about a process and approach as technologies,” says Bullen. “It’s best achieved by applying first principles of best practice at the data platform level. This means all data movement, data change and storage must be achieved with a strategic toolset combined with the right processes

“ We can actually talk to companies about their solutions, leveraging all of our experience and expertise and all the great work we’ve done” — Bradley Hopkins Head of Data and Analytics, Telstra Purple EMEA

and procedures. You can have the best tools in the world, but they’ll be useless if you haven’t got the correct procedures in place.”

Continues on page 216 → w w w.t e c hn o l o g y m a g a z in e . c o m

TELSTRA PURPLE

214

Yafaa Ahres of Telstra Purple is the

practitioners who own or inf luence

Founder and Head of Data Journeys,

the data strategy. “Our membership

a forum launched in 2019 for leaders

is diverse, we have a mix of CXO, IT

who want to ‘turbo charge’ their

Directors, Heads of Technology – and

organisations by leveraging data.

that’s on purpose as this doesn’t tend

‘’My mission when I joined Telstra

to happen. Data and IT have different

Purple was to build a data analytics

roles to play in the data journey, and

community from scratch, for

as data generally sits separately to IT

technology leaders to access a creative

(with some exceptions), having both

and collaborative environment to

sides of the conversation is very useful

fast track the development of their

to understanding how best to work

business and people,’’ she says.

cross functionally,’’ says Ahres.

Ahres built an enviable following

“The idea is to have a mix of people

amongst the data community and CIO/

from different industries so we can

IT leadership on social media, and

all learn from one another, and help

drove a lively series of well-attended

each other accelerate our respective

meet-ups. In the first year alone,

data journeys.”

over 330 people interacted with the community.

“It is our goal to create a

There’s a focus on real-life examples.

“The community is a massive help in fighting the guesswork on our members’

membership where the collective

data journey. At each meetup, we have

wisdom will help each of us navigate

a case study where we bring a practical

from where we are now, to where we

example, and we have clear objectives

want to be, faster and with greater

for each meetup. That’s something that

impact,’’ says Ahres.

our members, the community and as a

The community isn’t limited to those with “data titles”, but rather is open to any senior IT/tech SEPTEMBER 2020

whole really like about Data Journeys.”

That real-life applicability means examples can’t just be whitewashed.

“The most important reason why

of any communications that we have,”

someone would want to be part of

says Hopkins. “I think that during a

Data Journeys is because it’s a safe

time of COVID-19 and such uncertainty

haven for sharing the good and the

– a very uncomfortable time for us all

bad,” says Telstra Purple’s Hopkins,

at the moment – you often only feel

who also sits on the advisory board of

as strong as your network. If we can

Data Journeys. “It’s okay to talk about

help just one person in the community

both. It’s not just all good news stories,

connect to someone else and help

because often the bad is where the

them feel better, or secure their job or

real learnings are.”

give them a new opportunity, I think

That frankness engenders a real

we’d have done a really good thing.”

sense of community that spreads beyond the organisation. “We have people talking to each other outside

“ If we can help just one person in the community connect to someone else and help them feel better, or secure their job or give them a new opportunity, I think we’d have done a really good thing” — Bradley Hopkins Head of Data and Analytics, Telstra Purple EMEA w w w.t e c hn o l o g y m a g a z in e . c o m

215

TELSTRA PURPLE

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

Yafaa Ahres Title: Founder at Data Journeys and Marketing Specialist at Telstra Purple EMEA Yafaa Ahres is the Founder of Data Journeys and Marketing Specialist at Telstra Purple EMEA and has over 10 years of experience in B2B

216

Marketing working within IT, Technology and Telecommunications companies. Throughout her international career, Yafaa has been involved in Market Research & Analysis, Strategy, Product and Community Marketing. Yafaa has been fortunate to live and work in different continents, and experience multiple cultures around the world including China, Australia, Germany, and Jordan.

Her years of global experience has given her a pretty unique perspective on people and helped her bridge cultural differences to deliver desired results, champion accessibility, diversity and inclusion. Yafaa is a polyglot, and very much a creative thinker with an analytical mind at heart.

Working with the marketing team in the UK and in her capacity of community lead for Telstra Purple, Yafaa provides an opportunity for technology leaders to access a creative and collaborative environment to fast track the development of their business and people.

SEPTEMBER 2020

217

In a world of digital transformation,

industry. A blend of top experts –

a company’s connectivity and data

data scientists, data analysts and

will only become more crucial. “We

data engineers – who work in tandem

can actually talk to companies about

to fully understand the subject matter

their solutions, leveraging all of our

and create tangible and logical solu-

experience and expertise and all

tions. Our strength is our people.”

the great work we’ve done, for the likes of organisations like Genomics England,” says Hopkins.

That work is only possible thanks to the talent it has attracted, as Bullen explains. “We have a hugely talented and unique team in the w w w.t e c hn o l o g y m a g a z in e . c o m

TELSTRA PURPLE

218

Telstra Ventures is a strategic growth investor in lighthouse technology companies that are commencing scale.

Telstra provides venture capital investment via a “Strategic Growth Investment” approach.

Telstra Ventures is an investor in a number of innovative data- and analytics-focused startups, as Saad Siddiqui, Principal for Telstra Ventures, explains. “The amount of data that we’ve generated in the last two years is more than what we’ve generated in the entire history of humankind. And over the last decade enterprises have collected more data on their customers and operations than they ever have and need to make decisions faster than they ever have.

“Some of the new challenges that are emerging are that new workflows need to be redefined to manage these new data sets. Secondly, all the data needs to be compliant with new privacy regulations. On the back of these trends we’re looking at interesting companies that can allow customers and enterprises to get insights faster.”

SEPTEMBER 2020

One such company is Incorta, operating the world’s first direct data warehouse.

Incorta can connect directly into source data to deliver insights faster than its competitors — ­ up to a thousand times faster in some cases. “They are behind the operations of some of the largest companies in the world,” says Siddiqui.

He also cites Trifacta, one of the world’s premier data preparation solutions: “Trifacta allows you to connect all different kinds of data – HR data, CRM data – in a single pane view with other tools and data sources. This becomes incredibly important in machine learning use cases because you need the data to be prepared.”

Another company in Telstra Ventures’ portfolio is Near, the largest source of

EXECUTIVE PROFILE:

Saad Siddiqui intelligence on people and places. “They have near real-time data on over one billion devices, which is used by some of the largest enterprises in the world to help with product analytics and understanding consumer behavior,” Siddiqui shares.

His final example is Corvus, which uses data analysis for cyber security insurance – an ever more important task as bad actors continually step up their attacks. “Corvus is a really interesting company, because they use their proprietary data to understand how robust an enterprise’s infrastructure is from a security perspective, and are able to price that risk in. Not only do they provide insights in terms of how well a company is handling its security position, but they also understand where some of the attacks might be coming from and see if they can help other customers protect against them.”

Title: Principal at Telstra Ventures Saad joined Telstra Ventures in 2016 and focuses on early to late stage venture investments in enterprise and infrastructure. He has led TV’s investments in NS1, Ripcord, Cofense, Incorta , Trifacta , Subspace and Boomtown. Saad enjoys helping enterprise technology teams tackle business challenges of creating a product that users love and scaling up their business. Prior to joining Telstra Ventures, Saad was an executive at Informatica where he led various acquisitions, venture investments, partnerships and product strategy.

Earlier in his career, Saad worked at Cisco Ventures & Corporate Development and worked as an investment banker at RBC Capital Markets and Bank of America Merrill Lynch.

w w w.t e c hn o l o g y m a g a z in e . c o m

219

220

SEPTEMBER 2020

Kettering Health Network’s strategic digital transformation WRITTEN BY

LEILA HAWKINS PRODUCED BY

CAITLYN COLE

www.t e c hno l o gyma ga z in e. com

221

KETTERING HEALTH NETWORK

Andy Lehman, CIO and Senior VP of Kettering Health Network, shares his insights into digital strategy, COVID-19, and the future of healthcare technology

K

ettering Health Network is a non-profit, faith-based healthcare network of eight acute care hospitals, one behavioral

health hospital, more than 120 outpatient facilities, as well as freestanding emergency centers, on-demand care clinics, and urgent care locations 222

in southwest Ohio.The company’s first hospital opened in 1964, named after Charles F. Kettering.

An enthusiast of technology and inventions, he held over 300 patents, including the first reliable battery ignition system for automobiles. Charles F. Kettering’s vision was to use the latest technology to care for patients in a community hospital setting.

Fast forward to the present day, and this vision is still very much part of the company’s mission.

Its digital transformation has enabled it to make advances in the care it provides, meeting its mission while retaining its Christian values. “We believe that caring for patients and their families in our hospitals, physician offices, imaging centres and emergency rooms is sacred work. We take care of the whole person, not just the physical element, but the spiritual side as well,” explains Andy SEPTEMBER 2020

223

www.t e c hno l o gyma ga z in e. com

KETTERING HEALTH NETWORK

“ We believe that caring for patients and their families in our hospitals, physician offices, imaging centres and emergency rooms is sacred work” 224

— Andrew Lehman, CIO and Senior VP

Lehman, Chief Information Officer and Senior Vice President.

He explains that this mission drives the IT strategy of the organisation. “It is all about improving the quality of life for the people in the communities we serve. Within Kettering Health Network’s Information Systems division, we have a vision statement of ‘Only value’, which speaks to the need for us to maximize value delivery. There’s a lot of work many IT organisations do that may not add value, for example fixing broken computers or resolving a network outage.

Obviously, we’ve got to spend time resolving those problems, but if we didn’t have those kinds of issues, we could be deploying our resources on priorities to advance the strategies of the organization. Our vision of ‘Only value’ emphasizes value delivery, which ultimately achieves the Kettering Health Network mission. “ Over the last four years, Kettering has implemented several important new solutions, both internally, such as how it transforms data from across the network into actionable information, and externally with its

SEPTEMBER 2020

Changes that Covid19 has made to healthcare CLICK TO WATCH

|

3:24

225 “direct to guest” technology. “We’re

This includes telemedicine in vari-

very intentional about the word

ous forms, a service that became vital

‘guest,’ because when patients

when the COVID-19 pandemic began.

come into our facilities, they’re

“When the COVID-19 crisis hit, we

typically with somebody, whether

rolled out our direct to guest telemed-

that’s a spouse, a significant other

icine solution across 800 employed

or a family member. We believe it

providers throughout Kettering

is as important to engage the sup-

Health Network. We saw the number

port team as much as the patient,”

of virtual visits go from 1% to over

Lehman explains. “Our direct to

40% in about two weeks, because

guest technologies are those that

our guests didn’t want to travel and

we’ve put in place to try and engage

were concerned about going to the

with guests – whether they are

physician’s office. We put in place a

patients or family members--to cre-

solution that gave our patients and

ate a great healthcare experience.”

their family members the opportunity www.t e c hno l o gyma ga z in e. com

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“The focus on endpoint detection and response really picked up pace five years ago or so,” she explains. “But it seems like hardly any real-time autonomous protection techniques were added and the market shifted to the methodology where you rely on the human factor (security analysts and SOC teams) to be better protected. We have the proven, best solution out there and it’s based around the knowledge that you cannot stop the attack from happening infiltration is inevitable, but damage doesn’t have to be. Nyotron’s PARANOID solution will stop the malicious attack and prevent the damage. Most companies rely on some type of antivirus or anti-malware solution to protect their endpoints or servers, which are anywhere between 50% to 80% efficient.

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antivirus (AV) or next-generation antivirus (NGAV) protection. It does so by mapping legitimate operating system behavior, understanding all the normative ways that may lead to damage and being entirely agnostic to threats and attack vectors.

When any attack attempt happens, PARANOID blocks it in real time and provides deep and precise visibility into the attack.

The solution works with a company’s AV or NGAV systems to provide industry-leading defense in depth that enables greater threat detection and enhanced protection.

This level of protection is invaluable for customers worldwide, including Kettering Health Network, a nonprofit health organization based in the US. “Kettering is at the forefront of care and technology,” says Manor, “and we’re very proud to have them as one of our key customers. They’re an early adopter of our technology that truly believes in the defense in depth strategy that we provide. Actually, we proved our worth in the early stages of our relationship - Kettering was looking for an endpoint detection and response solution but, during our proof of concept work, we detected and prevented malicious activity, and the rest is history.”

KETTERING HEALTH NETWORK

228

to engage with their providers and do it in a way in which they felt safe.”

As well as these consultations,

These represented a huge step forward, as Lehman explains: “It’s not just about, ‘hey, we’ve got a

Kettering implemented physician-to-

telemedicine solution.’ It’s about

physician telemedicine solutions in

discovering what the right technol-

hospitals, where it installed COVID

ogy is, and how we bring it across an

units with strict protocols to ensure

entire employed physician group to

the environment is safe for the

make sure they’re comfortable using

patient, their family members, and

it. There’s a number of parts and

the caregiver. It also launched a ser-

pieces that have to be put into place,

vice to keep patients and their loved

which we did very quickly, and it was

ones connected in cases where

a tremendous success story.”

someone was unwell with COVID-19 and unable to see visitors.

SEPTEMBER 2020

Kettering Health Network’s Information Systems division also

successfully moved 3,000 staff

was call center staff, marketing and

members to working remotely in the

human resources, the people who

space of 10 days. “It sounds easy,

document and bill for services, all

but it was hard,” Lehman says. “We

those core network teams needed

had to ensure they had the connec-

to be set up to work from home. We

tivity, the equipment and the access

basically figured out how we could

to the applications they needed to

get as many people to work remotely

do their job. This wasn’t just for IT, it

as possible, whether that was just

E X E C U T I V E P R O FILE :

Andrew Lehman Title: CIO and Senior VP

Company: Kettering Health

NetworkIndustry: Healthcare

Location: Kettering

Andy Lehman is Chief Information Officer and Senior Vice President at Kettering Health Network in Dayton, Ohio. Kettering Health Network is a not-for-profit network of nine hospitals, Kettering College, and over 120 outpatient facilities serving southwest Ohio. With more than 12,500 employees and 2,100 physicians, Kettering Health Network is committed to transforming the health care experience with world-class health services for every stage of life. Kettering Health Network has been recognized as one of IBM Watson Health’s 15 Top Health System network and named one of the Fortune 100 Best Companies to Work For. In his role, Mr. Lehman oversees the development of the overall strategic plan and financial goals for Information Systems, as well as their daily operations. He has a Bachelor of Science in Chemistry from the University of Richmond in Richmond, Virginia, and an MBA from Indiana Wesleyan University. www.t e c hno l o gyma ga z in e. com

229

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“ We believe it is as important to engage the support team as much as the patient” — Andrew Lehman, CIO and Senior VP

years positioning ourselves from an analytics standpoint to be ready for this, and from a digital guest experience, to provide direct to guest technologies. We had put in place platforms to enhance collaboration across the enterprise, like Microsoft Teams. It wasn’t like we woke up one morning in March and said, ‘oh, we’ve

individuals or whole teams, as well

got to deploy Microsoft Teams.’ We

as move entire support centers to

actually started that within the past

be able to work from home.”

year. All of these things that we were

Additionally it had to build the IT

doing around digital transformation

infrastructure for testing centers, the

didn’t start the day the pandemic was

COVID units in hospitals, and that of an

announced, and I’m glad they were in

entire command center that oversees

place to meet the challenges.”

how the network responds to the

Strong partnerships were key

COVID crisis. They also created supply

to implementing solutions like

inventory solutions to assess the num-

physician-to-physician consulta-

ber of masks, ventilators and Covid

tions via telemedicine in the COVID

testing reagents they had, and where

units, which In Touch Healthcare

these were located. “We had to move

provided. The Doxy.me platform

so fast,” Lehman says. “So much of the

enabled the rapid deployment of

COVID response was dependent on

telemedicine visits for guests across

information systems and IT.”

our employed provider network.

IT overcame the clear challenges,

Asparia delivered a text messaging

having been prepared for some

service to check whether patients

aspects of the crisis because of its

have developed COVID-19 symptoms

ongoing process of digital transfor-

before coming to an appointment; this

mation. “We have spent the past few

is then followed up by the option of a www.t e c hno l o gyma ga z in e. com

231

KETTERING HEALTH NETWORK

232

The rapid change in technology when fighting against COVID-19 CLICK TO WATCH

SEPTEMBER 2020

|

2:37

have to be able to connect, and our backbone performed flawlessly. All of those vendors played key roles and helped us navigate the waters to do what we did with COVID.” Looking ahead, Lehman believes the changes the company has made will remain long term. “Although the pandemic has had catastrophic impacts across the world, the challenges we faced ultimately led us to meet our mission in innovative ways.

COVID was a catalyst that accelerated the digital transformation of Kettering’s operations. Through telemedicine, collaboration platforms, telemedicine consultation if appropri-

analytics, and direct to guest solu-

ate via Doxy.me. Nyotron provides

tions, Kettering is transforming the

Kettering with endpoint security

healthcare experience.”

solutions at a time when health care

All of this is happening at a time

networks are besieged by bad actors

when the US healthcare sector

and hackers. Microsoft not only ena-

overall is undergoing huge change,

bled collaboration via Teams when

moving away from the fee-for-

face to face meetings were elimi-

service system – where the more

nated, but also provided a health bot

tests, studies and other services are

which allowed guests to determine

carried out, the more the healthcare

the right level of care based on symp-

network gets paid, regardless of out-

toms. Lehman identified Cisco as the

come – towards fee for value. It’s a

company’s networking backbone.

move that’s driving a vast amount of

“When you send people home, you

innovation and investment. www.t e c hno l o gyma ga z in e. com

233

KETTERING HEALTH NETWORK

Kettering Health Networks digital transformation

234

CLICK TO WATCH

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2:08

“ We'll make sure people stay healthy as opposed to just treating them when they're sick. That's a huge change for the United States' healthcare system, and Kettering has to evolve like everybody else to be successful” — Andrew Lehman, CIO and Senior VP

SEPTEMBER 2020

1964

Year founded

12,000 Number of employees

235

“In the next five years, we’re going to see this shift accelerate, and it’ll start driving initiatives like wellness and keeping people out of the hospital. We’ll make sure people stay healthy as opposed to just treating them when they’re sick. That’s a huge change for the United States’ healthcare system, and Kettering has to evolve like everybody else to be successful.”

www.t e c hno l o gyma ga z in e. com

236

WRITTEN BY

JONATHAN CAMPION PRODUCED BY

RYAN HALL

SEPTEMBER 2020

Emerson St. for Teens & Young Adults provides a supportive community for individuals age 15 – 26 seeking connection and belonging.

237

The Mental Health Center of Denver: The human side of tech www.technologymagazine.com

MENTAL HEALTH CENTER OF DENVER

Dr Wes Williams, Chief Information Officer of the Mental Health Center of Denver, tells us how technology could make Denver the healthiest city in America Dr Wes Williams wants Denver to be the healthiest city in America. His role in this, as Chief Information Officer of the Mental Health Center of Denver, is to lead on technologies that play an instrumental part 238

in supporting the city’s most vulnerable. But in the course of a wide-ranging interview, Williams also speaks enthusiastically about how innovation has benefited the people who work at the organisation.

MAKING TELEMEDICINE WORK: THE TRANSITION TO REMOTE TREATMENTS In Colorado, the COVID-19 pandemic has not only taken a toll on people’s mental health; it has also created unprecedented challenges for the clinics that provide them with care. Even for an organisation that prides itself on its innovative approaches, the transition from in-person therapies to telemedicine hasn’t been easy. Dr Williams admits that when the organisation was forced to bring all of its services online – which it managed to achieve in two days – putting the technology in place was SEPTEMBER 2020

The Mental Health Center of Denver’s Deaf & Hard of Hearing Services team provides specialized outpatient mental health care for deaf and hard of hearing children, families and adults.

239

www.technologymagazine.com

MENTAL HEALTH CENTER OF DENVER

“ You can get sucked into thinking that the tech itself is the solution. But the reality is that it’s only the easy part” — Dr Wes Williams, CIO, Mental Health Center of Denver

240

Dr Williams feels that in some ways the upheaval could have been a bless-

only the start of the process. “You

ing in disguise. “The takeaway for me

can get sucked into thinking that

is that if you practice something, you

the tech itself is the solution. But the

can figure it out. We’ve had the chance

reality is that it’s only the easy part.

to really practice and learn how to do

It took a lot more work to figure out

this well. That’s been the silver lining.

how to really do that work – how to

And from a telemedicine standpoint,

make everything happen”.

I’m optimistic that even when it’s safe to go back into clinics, some folks are going to choose to continue to receive their care via telemedicine, because it’s more convenient”. To illustrate his idea, he mentions that since patients have been attending appointments remotely, the number of no-shows has decreased by almost a third.

SEPTEMBER 2020

Benefits of VR Treatments CLICK TO WATCH

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2:49

241 C OM C AST P ART NE RSH I P A vital partner for the Mental Health

“Modern medical facilities like MHCD

Center of Denver has become Comcast

require fast, flexible and secure network

Business, which provides broadband

connectivity that ensures the integrity

connectivity at 35 locations across the city,

and availability of health data when

critical redundancy for multiple residential

treatment teams need it,” said Robert

and walk-in facilities and supporting a

Thompson, vice president of Comcast

widespread shift to telehealth services.

Business for the company’s Mountain

During the Covid-19 crisis, thanks to Comcast

West Region. “Comcast Business was

Business, the Center’s workforce was able to begin telecommuting on the same day that the service delivery line shifted to telehealth.

The throughput is now able to support

proud to help the MHCD team quickly get the network up and running, so staff could continue to provide the highest quality care to outpatients and residents.”

multiple concurrent video sessions – from five telehealth sessions a week before the

For more information, please visit

pandemic, now about 4,000 are possible.

https://business.comcast.com/denver.

www.technologymagazine.com

“ If you practice something, you can figure it out. We’ve had the chance to really practice and learn how to do this well” — Dr Wes Williams, CIO, Mental Health Center of Denver

truly make a difference to people’s lives. Before its clinics were closed, it had introduced virtual reality (VR) into its therapy sessions and mindful-

INNOVATIVE TECHNOLOGIES FOR MENTAL HEALTH TREATMENTS

that VR is a perfect fit for what the

The Mental Health Center of Denver

sessions are aiming to achieve:

harnesses technologies in ways that

“What’s great about VR compared with

ness classes. Dr Williams believes

243

E X E C U T I V E P R O FILE :

Wes Williams Title: Chief Information Officer Industry: Mental Health Care Location: Denver, Colorado Dr. Wes Williams joined the Mental Health Center of Denver in 2007 and now serves as vice president and chief information officer.

In 2020, Wes was awarded the Colorado CIO of the Year Corporate ORBIE, honoring chief information officers who have demonstrated excellence in technology leadership. Wes opened Mental Health Center of Denver’s Innovation Technology Lab in 2019, using humancentered design to find digital health innovations to improve access, engagement, and treatment efficacy. Wes is currently serving a threeyear appointment by the governor to Colorado’s eHealth Commission, representing behavioral health interests.

Wes is a licensed psychologist in Colorado.

© 2018 Guerrero, LLC/Photo by Cassandra Davis www.technologymagazine.com

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245

any other cognitive behavioural ther-

Dr Williams talks passionately about

apy is that it’s so immersive. It sort of

the benefits that this brings. “I think

tricks your mind into being right there.

that it’s a special part of our organisa-

And I think that is especially impactful

tion. There’s a lot to be said for going

for things like mindfulness, and expo-

back to work, and having that sense

sure therapy”.

of meaning in your day”. The Centre

Another of the Center’s ambitious

is involved in the IT aspects of the pro-

projects is a supported employment

gramme, and developed an app that

programme, which helps people

helps staff cultivate new placements.

suffering from serious mental illness

So far, over 160 people have found

to find work. The Center liaises with

work through this scheme.

both patients and potential employers

The Center has also used IT to make

in order to set up placements, and

the programme work more efficiently www.technologymagazine.com

MENTAL HEALTH CENTER OF DENVER

1989

Year founded

$100Mn+ Revenue in US dollars

900+ 246

Number of employees

The Mental Health Center of Denver’s 2Succeed in Education program offers a wide variety of trainings, including computer classes.

SEPTEMBER 2020

Using Technology to Treat Health CLICK TO WATCH

|

1:18

247 for the people who coordinate it.

hasn’t gone unnoticed. In July he

Dr Williams explains: “Previously the

received an ORBIE award at the

staff working on our supported employ-

Colorado CIO of the Year Awards, for

ment programme had to spend a lot

his work at a corporate organisation.

of time just doing reports. But we have

Talking about the lessons that larger

been able to automate a lot of the

organisations could learn from how

bureaucracy and paperwork – and that

the Mental Health Center of Denver

feels good, because it means that they

manages its resources, he stresses

have time to spend actually working with

that clear-headedness counts for

people, instead of filling out forms”.

more than deep pockets. “In order to really do something unique and

MAXIMISING THE POTENTIAL OF HEALTHCARE TECHNOLOGIES

finished everything else. It’s about tak-

Dr Williams’ success in making a dif-

ing that vision and figuring out: given

ference with healthcare technologies

my limited resources, how should I

innovative, we can’t wait until we have

www.technologymagazine.com

MENTAL HEALTH CENTER OF DENVER

“ We have been able to automate a lot of the bureaucracy and paperwork – and that feels good, because it means that [our staff] have time to spend actually working with people” 248

— Dr Wes Williams, CIO, Mental Health Center of Denver

line things up?” But he is most keen to credit the people who have allowed the Center to be a pioneer in innovative solutions: “I really like the staff here. They have a culture of innovation – they’re used to doing things differently clinically; used to figuring out what works. When we have good people, we can take that same innovative approach to technology, and how might that help with healthcare”.

When it comes to new innovations, the Centre looks outwards as well as inwards; but Dr Williams points out

Lessons for Innovative IT CLICK TO WATCH

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2:30

249

that it doesn’t have to look far. “One

time. What I’m hoping is that everything

of the things that’s really special about

we’ve learned about telehealth during

Colorado is there’s a lot of collaboration

the pandemic takes root in healthcare,

within healthcare. Every other month

and really explodes”.

there’s a meeting of hospital and healthcare CIOs. We talk about the different challenges we have faced, and how we handled the situations. And this feels special, because in this landscape our organisations are all sort of competing, but people are still willing to share”.

How will we see telemedicine develop in future? “This is a really interesting www.technologymagazine.com

Driving the digital energy transformation WRITTEN BY

250

MATT HIGH PRODUCED BY

STUART IRVING

SEPTEMBER 2020

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TRANSGRID

TransGrid’s Chief Information Officer, Russell Morris, describes how technology innovation has overcome COVID-19 challenges

T

he role of the Chief Information Officer (CIO) is one defined by change. For any organisation today, regardless of industry,

digital transformation is essential and the adoption of new, innovative technologies forms the core of any future-looking digital strategy. Russell Morris, 252

CIO at Australian electricity network operator TransGrid, is no exception to this. Morris has been at Transgrid for more than two years, joining the organisation to drive its technology transformation, oversee a complex modernisation programme and replace legacy technologies.

Change, however, is unceasing and circumstances out of Morris’ or TransGrid control have made the last 12 months particularly challenging for him and his team. The 2019-20 Australian bushfire season, now colloquially known as the ‘black summer’, saw a period of unusually intense bushfires throughout the country, which only ended in February this year. After those fires, which burned 13 million acres of land on which TransGrid’s vast $6bn electrical asset base resides, there was a brief respite. Then, however, SEPTEMBER 2020

253

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TRANSGRID

“ There’s a really interesting shift in technology moving to being an enabler of a new way of working and a new way of doing things” — Russell Morris, Chief Information Officer, TransGrid

the global COVID-19 pandemic hit Australia and TransGrid like it did every nation and every industry sector.

Understandably, in such circumstances ‘business as usual’ ceases to be relevant. Morris, along with his IT department, were focused on balancing business continuity while still advancing TransGrid, and deriving business outcomes and transformation from any technology investments that were made. Prior to this, Morris had been in the midst of a technology

254

transformation focused on replacing

SEPTEMBER 2020

Innovating with Goldwind – TransGrid | Business Growth CLICK TO WATCH

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1:49

255 legacy assets with new, digital inno-

essential business enabling func-

vations. The challenges presented

tion. From our perspective it’s a real

by the bushfires and COVID, however,

evolution in how we’ve approached

have seen both he and TransGrid

progress - so, which technologies

refocus their strategy on innovation

would be useful, which inform the

and technology adoption, as well as

broader strategy and so forth - and

the role that both it and the IT team

how they will play a completely dif-

plays within the organisation.

ferent function to that we considered

“There’s a really interesting shift

six months to a year ago. Take the

in technology moving to being an

bushfire as an example. You’d be

enabler of a new way of working and

hard pressed to say that technol-

a new way of doing things,” Morris

ogy alone enabled us to deal with

explains. “If, as an IT department,

it, but it’s absolutely given us the

you were a technology function

insight to understand our response

pre-COVID you’re now an absolutely

to these things, to better realise the w w w. t e c h n o l o g y m a g a z i n e . c o m

TRANSGRID

256

importance of data and algorithms,

drive value and improve customer

and how we can leverage data from

experience while reducing costs to

different sources to build a better

serve. “The need was to commit to

picture of our operations through

a next-generation operating model,

predictive analysis.”

moving away from the traditional Plan,

Technology has allowed TransGrid

Build, Run approach. The domain

to respond to the challenges pre-

operating model is a new business-

sented this year in an effective,

aligned way of running the IT function

innovative and agile way, says Morris.

that combines digital technologies

He attributes this largely to a major

with business strategy. There are no

restructure undertaken by his team

longer standalone vertical IT goals.

to align with business ‘domains’. This

They are instead replaced by business

was needed, he explains, to simulta-

outcomes that are shared horizontally

neously disrupt existing processes,

across the business value chain.”

SEPTEMBER 2020

C OM PA N Y FACT S

The shift to a domain-type model is beneficial as technology and

“At TransGrid, we are focused on delivering better outcomes for electricity customers and the community by working to deliver safe, reliable and affordable electricity and we do this by operating efficiently, bearing down on cost and through innovation. This guides our IT decision making.”

focus. Morris adds: “For TransGrid, it

- Russell Morris, CIO, TransGrid

has also represented the beginning

business functions become more entwined. In essence, in order to maintain pace with this shift in business direction, the operating model employed by the technology function should be more focused on agility, collaborative ways of working and a renewed product and customer

of a journey to leave behind its legacy single ERP system and replace it

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

Russell Morris Title: Chief Information Officer Company: TransGrid Industry: Electricity transmission

Location: Australia

Morris is an IT Executive whose career with large, well-known brands, spans over 20 years. He has delivered technology enabled business change on a global scale. He was successively recognised as one of the top 100 CIO’s in the UK before moving to Australia. He is currently listed as one the 50 most innovative CIO’s in Australia, and is the only CIO from the energy sector to be featured in that list. Having significant international experience within multiple engineering or manufacturing organisations in the UK, Europe, USA and Australia, Morris brings a future facing, global outlook.

w w w. t e c h n o l o g y m a g a z i n e . c o m

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“ The need was to commit to a next-generation operating model, moving away from the traditional Plan, Build, Run approach” — Russell Morris, Chief Information Officer, TransGrid

with distinct domains in the business. There are two distinct parts to the model: the technology and the people or the human element in the business. On the former, we decided to lose all our legacy equipment and use only the very best, tailor-made solutions from the outset, which would then work together under a MuleSoft microservices architecture.

This allows for the building of a much

with multiple, best of breed cloud

more intelligent business based in

based systems, whilst simultaneously

the cloud - instead of making system

implementing a best of breed micro

constrained compromise, you can

services architecture that allows

have exactly what you need.”

dynamic data reuse across the enterprise in real time.

This change has been fundamental in TransGrid’s dealing with the

“The move to the domain model is

challenges presented by COVID-

relatively common in a lot of sectors,

19, for example. Technology aside,

but in utilities it’s rare, we’re really

however, Morris is a firm believer in

leading the way in that respect,” he

collaboration and the placing of the

continues. “Embarking on such an

technology or IT function at the heart

innovative approach has already

of the business, and he is keen to

revealed opportunities to simplify and

highlight the importance of a col-

streamline journeys and processes

laborative culture across TransGrid.

that will unlock massive future value.

His team’s successful navigating of

The difference lies in that, instead

the COVID challenge has only served

of sitting centrally - like a hotel con-

to strengthen this trend. “The initial

cierge that looks to please as many

challenge of dealing with the bush-

people as possible - it works aligned

fires really built a camaraderie, not w w w. t e c h n o l o g y m a g a z i n e . c o m

259

TRANSGRID

“ We decided to lose all our legacy equipment and use only the very best, tailor-made solutions from the outset” — Russell Morris, Chief Information Officer, TransGrid

only in the IT team, but across the 260

whole business and that was important in how we were quickly able to meet the impact of COVID. “Before 2020, the highest number of personnel we had working from home in a single day was around 10% of the workforce,” he continues. “This had to rapidly scale to more than 80% now working from home, including the vital training and adoption of collaboration technology. The relationships between the IT domain teams and the other business units were crucial in understanding business needs as circumstances changed very quickly.”

An example of this, says Morris, is the establishment of TransGrid’s SEPTEMBER 2020

business continuity kit - an offline information pack that was delivered to the desktops of every computer in the company’s network with important information around working from home. “From conception to agile deployment, it took just under a week to build and played a large part in the overall change management strategy. Our response really grew our reputation and standing within the organisation, and helped to build confidence in us so that we can carry forward the wider technology and business transformation with the full buy-in of everyone involved.”

Crucial to this work, says Morris, is the creation of the new TransGrid IT Ecosystem. This IT vendor ecosystem includes partners such as TCS, Capgemini, Tech Mahindra, IBM and more and will see the sharing of technologies, information and expertise to the benefit of all parties. “It consists of well respected partners that have a symbiotic relationship with us,” Morris explains. “Essentially, it works as a meritocracy where global brands can bring their expertise into the business, working with us to deliver w w w. t e c h n o l o g y m a g a z i n e . c o m

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TRANSGRID

262

greater business outcomes that

“ COVID has made the world a lot smaller, and people more available so we’ve definitely learned new ways to leverage and maximise relationships” — Russell Morris, Chief Information Officer, TransGrid

would otherwise be possible with just an in-house IT team. Information gets shared reciprocally, and it’s the perfect way to show the power of collaboration. Of course, it’s helped by the broader shift to remote working and the use of new communication technologies - COVID has made the world a lot smaller, and people more available, so we’ve definitely learned new ways to leverage and maximise relationships.”

SEPTEMBER 2020

1995

Year founded

$300mn Revenue in Australian dollars

1,200 Number of employees

Thanks to the work of Morris and

and how we respond, and I think that

his team, TransGrid is in a robust

gives us a real edge looking further

position to take any further chal-

into the future. The challenges and

lenges in its stride. The shift to a

adversity we’ve faced have really

new operating model has placed the

benefited our forward-strategy, and

company in an environment where it

I think there is real potential to use

is able to maximise the potential of

technology to create the options and

any innovative technologies it imple-

environment for us to do the best

ments, while remaining dedicated

work we can - we’re creating the

to the overarching transformation

power of choice,” he concludes.

strategy. “We couldn’t predict COVID, but we can now predict what happens when the business is disrupted w w w. t e c h n o l o g y m a g a z i n e . c o m

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