ISDIGITAL.MAGAZINE | Number 0

10101010101010101110101010101001101010101010101010101 00010101010101110101010101010 01110101010101001101010101010101010101 00010101010101110 0101 ISSUE ZERO NOVEMBER 2016 01101010101010101010101 00010101010101110101010101010101 JAVIER RODRÍGUEZ 1010 01010101 00010101010101110101010101010101011101010101010 ZAPATERO 0100 0101010111010101010101010101110101010101001101010101010 “We must embrace change to 1011 1010101010101110101010101001101010101010101010101 000101 put Spain at the forefront” 1010 0101010101001101010101010101010101 000101010101011101010 0101 < THE MAGAZINE FOR DIGITAL OPTIMISTS > FOCUS 1010101010101010101 000101010101011101010101010101010111 0010 Study on music consumption 0101 000101010101011101010101010101010111010101010100110 behaviors in Spain 0101 0101110101010101010101011101010101010011010101010101010 1010 101010101110101010101001101010101010101010101 0001010101 MAP OF DIGITAL 0010 010101001101010101010101010101 0001010101010111010101010 PROFESSIONS 0010 The ultimate guide to 101010101010101 0001010101010111010101010101010101110101 0010 choosing the best profiles or 0001010101010111010101010101010101110101010101001101010 repositioning your career 0101 11010101010101010101110101010101001101010101010101010101 1010 10101110101010101001101010101010101010101 00010101010101 A DAY AT... AIRBNB 0010 01001101010101010101010101 0001010 101010111010101010 Welcome to the company that 0101 101010101010101 0001010101010111 010101010101010 changed the tourism industry 1011 for good 101010101 000101010101011101010 101010101010111 1010 0101 0001010101010111010101 010101010101110 DIGITAL 0101 101 00010101010101110101 010101010101011 TRANSFORMATIONS 1010 10101 00010101010101110 10101010101010 GE faces its greater 0101 transformation ever 101010101 000101010101 0111010101010 0100 101010101010101 000101 0101010111010101010111010101010101000101 101010101010101010101 000101010101010101011101010101010100101 101001101010101010101 010101 000101010101011101010101010101010 010101010100110101010 10101 01010101 0001010101010111010101 101010101110101010101 00 1101010101010101010101 000100 1010111010101010101010 1 0111010101010100110101010010 1010101 00010101010101 110101010101010101011101001 0100110101010101010101 0101 000101010101011101001 010101010111010101010100 11010101010101010101001 0 101010101110101010101010 101011101010101010011001 01010101010101 000101010 101 011101010101010101010111 101010100110101010101010 10101 01 0001010101010111010010 1010101011101010101010011 010101 01010101010101 0001010010 11101010101010101010111010 101010100 1101010101010101010101000 010101011101010101010101010 1110101010 1010011010101010101010010 00101010101011101010101010 1010101110 1010101010011010101010010 10101 000101010101011101010 1010101010 1011101010101010011010101 10101010101 000101010101011 101010101 0101010101110101010101001 010101010101010101 000101010101 01110101010 101010101011101010101010011 10101010101010101 00010101010101110101010101010101011101010101010011010101010101010 01 0001010101010111010101010101010101110101010101001101010101010101010101 000101010 0111010101010101010101110101010101001101010101010101010101 000101010101011101010101 1010101110101010101001101010101010101010101 000101010101011101010101010101010111010 0101001101010101010101010101 000101010101011101010101010101010111010101010100110101 1010101010101 000101010101011101010101010101010111010101010100110101010101010101010

IS DIGITAL

FROM THE EDITOR Nacho de Pinedo

ISDI Co-founder and CEO

ON THE

quiet, Internet has entered our lives. In just two decades, nearly half the world is already connected to the network of networks. This digital environment has transformed the way in which humans communicate, have fun, share, receive information, or make transactions. We are currently at a historic crossroads, where digital is the new normal. We are not living a time of changes, but a change of times. We have entered the digital age.

Digital revolution is the most disruptive revolution in history, even more than the discovery of fire, writing, the printing press or the steam engine. This is so because, unlike previous revolutions, which required centuries to establish worldwide, Internet has deployed globally in the span of one generation.

However, what truly upsets us about Internet is not only the

change it entails, but its speed.

And this is just the beginning: in the coming years, thanks to a better connectivity worldwide, a greater supply of products and services, and mostly the popularity of smartphones and the IOT, the digitalization of our planet will increase exponentially.

Throughout the history of mankind, every great technological breakthrough triggered a transformation of its paradigms, together with a profound disruption of business, labor, social and family structures. Change is not easy to assimilate for us humans, as we are often initially reluctant to follow unknown paths. And this specifically collides with the feelings of many companies, whose hitherto successful business models are built on grounds that the new digital ecosystem shakes, or of many professionals, who are aware

of near obsolescence of their modus vivendi. Unfortunately, for all of them, the only way to survive in this new era is to embrace digital transformation by all means.

What really matters the most in this new digital scenario is our attitude, and the decisions that we make to face this reality. We cannot pretend that this not going to affect us, and just bury our heads, wait for this tsunami to pass by, and expect that everything will remain the same, knowing that we will be dragged by uncontrollable forces.

Alternatively, we can choose to become digital optimists and ride the wave of digital change, soak up its speed, lead our own transformation, and enjoy a new ecosystem where everything is to be discovered.

Welcome to the Digital Age.

EDITED BY: INTERNETSIA, S.L. c/ Viriato, 20 Madrid 28010 2 ¡ IS DIGITAL

04

08 TRENDS

STARTUP WORLD

12

16

18

MASTER CLASS

10

DIGITAL TALENT

TECH AREA

A DAY AT…

22

26

30

FOCUS

DIGITAL TRANSFORMATION

32

34

OPTIMISTIC ATTITUDE

AGENDA

INDUSTRY NEWS

IS DIGITAL · 3

MASTER CLASS

Javier Rodríguez Zapatero Managing Director at Google Spain & Portugal

“WE MUST EMBRACE CHANGE TO PUT SPAIN AT THE FOREFRONT” Curiosity and learning. These are the keys to understanding the message that Javier Rodríguez Zapatero wants to share with professionals and companies, particularly after recently surprising the industry with his decision to leave his position as Director at Google Spain and Portugal to join ISDI as Chairman, where he intends to prepare the next generation of digital business experts, both in Spain and abroad. Rodriguez Zapatero does not dream small.

A group

of youths practice ‘parkour’ in Azca. They jump over and over again, and make surprising stunts over the street furniture of this financial enclave in the heart of the capital. They have no idea that on ground 26 of the Picasso Tower, the most representative building of this site, we will be welcomed by an Executive with whom these guys have more things in common than it would a priori appear: his energy, his enthusiasm for learning, and the absence of fear to discover new things. We go into the Google universe to learn more about Javier Rodríguez Zapatero (Córdoba, 1969), who has led the company in Spain and Portugal in the last 9 years. He surprised many by announcing that he will be leaving the company at year-end to become the new Chairman of ISDI. If you had to define yourself in three words, which would they be?

An-arrant-optimist.

4 · IS DIGITAL

Since you started your career, what has remained constant in your way of working or thinking?

It’s been already 25 years since I finished college and started working at Procter & Gamble, but the common element that has remained is having dreams that people deem impossible to achieve because of their difficulty, and then seeing them come true with the proper amount of hope, enthusiasm and desire. At least some of them have become a reality.

already spent a considerable of time looking into Internet. I loved it. Just by chance, Yahoo’s General Manager called me one day and told me: “I would like you to join us to lead the Marketing and Sales department.

Something told me that I had to change, and off I went... to see how Internet sank in 2001, in a world where many other industries were growing. That is how my career began, with a negative explosion.

How do you remember those days?

After your early experience in the 90s at Procter & Gamble and SC Johnson, you joined Yahoo. How did you deal with this change of course towards the digital world?

During the seven years that I worked at Procter & Gamble and the two that I spent at SC Johnson, I learned a lot about the business world, but I was starting to get tired of doing the same thing all the time. I had

With a great feeling of nostalgia.

No one wanted to talk about Internet then in 2002, because it had theoretically failed. But when I looked at the world, I saw that the number of users was growing, and they were increasingly spending more time on their computers.

Human beings are fairly pessimistic, and tend to

RODRÍGUEZ ZAPATERO SURPRISED EVERYONE WITH HIS DECISION TO LEAVE GOOGLE TO CHAIR ISDI

IS DIGITAL · 5

MASTER CLASS

“LEARNING IS SOMETHING THAT WE MUST DO UNTIL THE DAY WE DIE”

underestimate in the long term everything they had previously overrated. Back then, I participated in the creation of the IAB [Interactive Advertising Bureau] and chaired it. It was a beautiful experience, very entrepreneurial: we created something that did not exist, and in which many people did not believe. Those who did believe in it joined forces and that is how Internet began to gain momentum in Spain. Internet, when properly understood, focused and established, can bring positive things to society. This is what I still believe in after 16 years working in the Net. You spent eight years at Yahoo and nine at Google…

They say that spending a year in a company like this equals five in a traditional economy-oriented company. That’s a lifetime.

Up until September you held the position of Managing Director at Google Spain & Portugal. What qualities are needed to work at this technology giant?

Feeling young. Being capable of constantly asking yourself two questions that children ask all the time: Why can’t this be done? What if this is possible?

These questions, that with an educational system as linear as ours, end up gradually disappearing as we grow older, and our children turn into adults who can’t think by themselves, or who aren’t curious, are something that, in companies that move so fast, need to be made all the time.

Should this philosophy be disseminated to other companies?

It should be disseminated among the Spanish society. The world of the future is going to be digital, with an ever-changing environment. People, by definition and education, are fearful of change.

It is absolutely essential that society understands that technology changes the way we do things and that the work that we have learned to do may no longer be the work of tomorrow.

What can we do in view of this reality?

There are two lines of action that we can follow: we can protect ourselves, which is the European 6 · IS DIGITAL

approach, more old-fashioned and protectionist; or say: I want to embrace this, understand it better, and be the first to generate new jobs, new ways of seeing things, in order to put Spain at the forefront.

This is actually what needs to be done and what is currently being done in companies, such as Google or ISDI. How would you describe the evolution of the Spanish digital economy in the last years?

It is looking better, especially after the crisis. Today, digital economy is bringing together much of the new entrepreneurial trend that is emerging. There are increasingly more entrepreneurs and more funding available, but it’s still not enough, if we compare our situation to that of the United States, England, or Asia.

We also need to change our educational model.

Our current model is outdated, and has nothing to do with what is needed today. We need young professionals who are more creative, adaptable to change, who don’t fear the unknown, and who are also better skilled.

You are currently ISDI’s Chairman, where you already held the academic chairmanship since its conception and creation. What led you to take on this challenge?

ISDI started being my hobby outside Google.

The idea emerged more than eight years ago, in conversations I had with Nacho de Pinedo, the current CEO. He was working at Canal +, I was working at Yahoo, and we realized that companies, entrepreneurs, and Spanish professionals were not properly trained to respond to the challenges of digital economy. There weren’t any educational institutions preparing people for this digital transformation.

And you decided to take action?

We decided to take the plunge, and convinced key actors of the Spanish digital environment to set up this school where, in addition to being academic chairman, I am also a founding partner. It is a hobby that has increasingly taken an important part of my

life, because it continues to grow and has become a reference, in terms of digital transformation, for many companies and individuals, not only in Spain, but also in Mexico and other countries. This constant in my life, which is helping transform the society that I am part of, is accomplished through ISDI. What does it mean to be a MIBer?

Actually, the MIBer concept was not created by ISDI, but by our MIB students themselves, the students of ISDI’s Master’s Degree in Internet Business. People with that deep sense of belonging to a community of people, who didn’t know how to make a space for themselves in the digital world, and now feel ready to face the challenge. MIBers feel that they are different.

MIBers are not fearful.

How many MIBers are there?

The MIBers’ community has over 1,000 students from the Master alone. This includes Madrid, Barcelona and Mexico, although there are many more ISDI students.

that allows us to learn constantly is something that develops our skills. A promotion does not necessarily provide such learning. Learning is something that we must do until the day we die.

For example, two years ago I started learning how to play the guitar. I did not know what a chord was back then. But now, I could play a song. Learning is what really “shapes” us. And the good thing about ISDI is that it trains people who want to learn.

Clearly, Javier Rodriguez Zapatero enjoys learning new things...

In this world we live in, something new comes up every day, and it’s up to me to decide where to go next. This past year I have tried to understand how technology programming works.

The world of Internet advertising is becoming fully automated; machines and artificial intelligence will play a key role. Moreover, education will certainly be the main thing in this new world.

You are MIB material if...

You want to lose fear to achieve transformation.

If we talk about the MIB, we are talking about professionals who want to turn their life around, who are prepared, but not in digital media.

We also accommodate training programs for companies. We are training many companies, not just in Spain, but also abroad. And we are training professionals specifically on issues such as data management, digital human resources, etc. The scope is quite broad.

What does ISDI offer to the Spanish landscape?

We are a digital native academic institution. We don’t use the approach of academic institutions of the past to find the best ways to work for the future.

How important is lifelong learning today?

I’ve been working for 25 years in American multinationals, where career development is a recurring topic. During this time, I have learned how important learning development is. Everything

“THERE ARE INCREASINGLY MORE ENTREPRENEURS AND MORE FUNDING AVAILABLE, BUT THIS IS STILL NOT ENOUGH, IF WE COMPARE OUR SITUATION TO THAT OF THE UNITED STATES, ENGLAND, OR ASIA” IS DIGITAL · 7

TRENDS

Where are video games going?

We traveled to Brighton to take a sneak peek on the latest trends unveiled during the Game Developers Conference (GDC). Get ready...

Greater impact of augmented reality More independent game creators Collaborative online games Mobile and TV, increasingly connected Rise of Free to Play (f2p) Emotional design Casual games Blockchain:

the charming little girl of crypto-finance technologies The birth, in 2009, of the bitcoin electronic currency was welcomed by banks coldly, in part because of its inherent decentralization, not being backed by any government or not depending on the reliability of a central issuer.

However, the financial and business sector do welcome the technology supporting it: blockchain.

Blockchain is a virtual public registry, which allows encrypting thousands of daily transactions using powerful algorithms. Users are key to this technology, as every time they close a bitcoin operation, they strengthen the system. Banks are interested in using this technology to make their transactions with other entities faster, safer, and more transparent. However, the absence of a legal framework for this activity makes the industry think that it will be necessary to wait at least a decade for this technology to become a reality in everyday financial transactions.

8 ¡ IS DIGITAL

3D Printing: future figures

Have you heard of additive manufacturing?

It consists of creating an object through the overlapping of successive layers of material from a digital model. In other words, 3D printing, which already represents a new industrial revolution.

According to a report by International Data Corporation (IDC) in Spain, spending on 3D printing will increase by 27% from now up until 2019, when this business is expected to generate revenues amounting to EUR 24.6 billion. For its part, Forbes expects that this market reaches EUR 19.4 billion.

The good health of Virtual Reality

Machine Learning:

imitating the human brain What if machines could “self-learn” from daily experiences? This is precisely what machine learning is all about. A branch of artificial intelligence aimed at teaching systems to learn automatically, emulating the functioning of the human brain. It does so, based on large amounts of real-time information that is processed without any explicit programmed indications on “where to look”. This is a field that creates great expectations and opens the doors to multiple potential applications, from self-driving cars to voice, images and text, recognition.

Three factors have contributed to the development of this branch of artificial intelligence: access to vast amounts of information, technologies capable of processing large volumes of data (Big Data), and the development of algorithms that “learn” to make abstract representations of information (also known as deep learning). Machine learning applications follow a similar process: data collection, analysis, application to businesses, and learning from results for continuous improvement.

Virtual reality is able to submerge us in an environment generated by technology with a realistic appearance that produces real feelings as well. It is still in its early stages of development, but already showing its applications.

Medicine is already one of the major beneficiaries of these new technologies.

For instance, there are projects already underway designed to simplify the early diagnosis of neurodegenerative diseases, such as multiple sclerosis and Parkinson’s disease, therapies to treat pain with virtual reality, or to facilitate the recovery of patients who have suffered a stroke, as well as applications in the training of professionals or students in subjects such as anatomy, pathology or surgery.

IS DIGITAL · 9

STARTUP WORLD

RECLAMADOR.ES THE PROFITSEEKING ROBIN HOOD

Pablo Rabanal (Madrid, 1975) recognizes that “micro-abuse causes him great irritation” and believes that a company does not have to give up on benefits to make a positive impact on society. His company, Reclamador. es, allows him to put on his hunting hat, and turn technology into an accurate weapon that enables consumers to defend from abusive companies, however large.

Pablo

is entrepreneurial by nature. He comes to our meeting looking relaxed, and immediately catches us with his story. Despite his traditional training -he’s an economist from ICADE- and his first professional steps working at a bank and IBM, he soon realized that that was not something he wanted to devote his life to. He studied a Master’s degree in management of audiovisual companies and worked for five years in production. After reinventing himself, he ended up starting from scratch the Bwin’s betting house retail channel, and subsequently created a joint venture with an English company for tax investments in audiovisual products. “I was making a living, but it was extremely boring”, he admits. So, he decided to stop... and listen to his inner voice.

He sensed that business was increasingly Internetoriented. “I’ve always been a person of many ideas, but I found it hard to make them a reality because I did not know the context,” he says.

He says that fate brought him to ISDI, where he decided to study the Master’s Degree in Internet Business (MIB), in order to be in the “heart of the maelstrom”, surround himself with “bustling people that made you think”, and understand “an industrial revolution way more important than that of the eighteenth century. “ Today he is a firmly convinced MIBer. Throughout the process, he toyed with various business ideas that he shared with Nacho de Pinedo, ISDI’s cofounder and CEO, in a bar across the school. One day, Rabanal told him that, he was fed up “of being mocked by telephone companies”, and specifically after being included in a list of default clients for not paying bills 10 · IS DIGITAL

of a telecommunication company that no longer served him, and so he was thinking about creating a web portal for managing consumer complaints in exchange for a percentage, even if dealing with small amounts. Neither consumer associations, nor other professionals, were giving him the answer he sought. Pinedo thought it was incredible that such a business didn’t exist already. That is how Reclamador.es was born, and for four years now it has offered customers “a digital product that allows them to defend themselves.”

Justice at the click of a mouse

“Consumers go through very similar experiences: a flight delay of over 3 hours, being charged for roaming services, ground clauses...”, Pablo

FACTS AND FIGURES

70% OF THE

TOTAL AMOUNT OF COMPLAINTS RECEIVED BY AIRLINES

90% OF SUCCESS RATE IN CASES HANDLED BY RECLAMADOR.ES

GROUND CLAUSES:

14,000 CUSTOMERS OUT OF A 3.5 MILLION-CLIENT POTENTIAL MARKET

IN 2015, 13% OF COMMERCIAL LITIGATIONS IN

SPAIN WERE BROUGHT BY RECLAMADOR.ES

AIRLINES: 30-40,000 CUSTOMERS/YEAR OUT OF A 1.5 MILLION-CLIENT POTENTIAL MARKET may file a complaint with a few mouse clicks.

Among his merits, categorizing cases. automating processes, and fighting bureaucracy. The role of software in that battle is “essential”, and never stops improving. But teamwork is equally vital. Lawyers, IT teams, managers, marketing and communication experts, customer service, sales staff....

They are already taking steps to “mature”, reorganize and adopt a matrix structure where each product is led by an expert on the area.

explains. “Reclamador.es takes on cases that follow a pattern, that affect many people, with sound claims, and where the obstacle is more bureaucratic than of legal viability” he adds. They try to reach a friendly settlement and, if this is not possible, they file a lawsuit. Users don’t have pay anything for filing a complaint; the company only charges a percentage if they win.

“We’re turning justice into a digital product and our goal is that, despite how outdated our country is in legal terms, people

Launching new services is among the company’s outstanding “targets”. Airline complaints “have helped us gain momentum, but they are only the tip of the iceberg.”

After going into other areas (banking, accidents, phone, or work related complaints ...), they are already thinking about creating other products.

Despite the road traveled, Pablo Rabanal humbly points out that his is a relative success with room for becoming “larger and more widely recognized.” He may be right, but one must admit that they have made history.

As leaders in LegalTech in Spain, their debut gave rise to the “creation of a complaintrelated industry.”

RECLAMADOR.ES LESSONS FOR ENTREPRENEURS

Understand why you’re doing it: knowing why you get up every morning will help you to follow a path that is certainly not easy. You must find a reason beyond making money.

Having a clear image of your product: it should cover a real need and have, from its inception, a business model and a strategy to make it scalable.

Find a quiet time, within the hustle and bustle of everyday life.

“TRUSTING YOUR INTUITION AND LOGIC.” THAT IS ONE OF THE LESSONS THAT THE DAILY PRACTICE OF MEDITATION AND YOGA HAS TAUGHT THE FOUNDER OF RECLAMADOR.ES IS DIGITAL · 11

DIGITAL TALENT

12 · IS DIGITAL

MAP OF DIGITAL PROFESSIONS

People capable of rowing together, so that your company navigates at cruise speed through the sea of digital transformation, are both in and outside your organization. If you get lost along the way, or you don’t know where or how to start looking, this is your compass: ISDI’S map of digital professions.

Choosing employees has always been important for companies. But when we talk about facing a digitization process, it becomes critical, as it may mean the difference between the most absolute success or failure.

Meet the knowmads

The most desirable candidates are those in possession of the so-called “digital talent”. That’s where knowmads come into play.

This term that refers to workers specialized in knowledge and innovation. People with unique skills, passionate about their work, who are motivated by concrete projects and objectives,

WHO IS WHO?

who create value, and enable your company to compete in the digital environment. By 2020, this professional profile is expected to represent 45% of the force work.

Emerging professions

Knowmads master areas of knowledge that have just been created and that, in turn, are the origin of these new digital professions, as accountability and the degree of specialization of each activity increase: Big Data, digital marketing, content design and customer experience, social media, the new faces of advertising, search engines, mobile devices, e-commerce...

AFFILIATE MARKETING MANAGERS • Responsible for designing, implementing the strategy for online advertising networks.

these are just some of the ones we already know.

No official definitions

How can we define the mission and requirements of those who exercise newly-created professions or recruit ideal candidates, if there aren’t any official definitions?

It’s complicated, both for HR managers, responsible for attracting and retaining talent to shine in these areas, as well as for professionals wishing to direct their careers toward these new areas of specialization. ISDI’s map of digital professions can guide you in the stormy waters of the new digital professions.

CHIEF DATA OFFICERS (CDO) & CHIEF INFORMATION OFFICERS (CIO) • Responsible for pinpointing and optimizing a long-term data governance strategy.

• Their duties include raising identified conversion rates (clicks, registrations, purchases, etc.) at the lowest possible cost.

• They collect, structure, and analyze information as a strategic asset in order to increase business intelligence.

• They are part of the paid advertising-marketing team and report directly to the digital marketing manager.

• The duties of these positions include data governance, data architecture & technology, and data analytics.

IS DIGITAL · 13

DIGITAL TALENT

CHIEF DIGITAL OFFICERS • Responsible for transforming and leading the organization so that business grows sustainably, focusing on the business and on the customer.

• Technology, management and cultural transformation are their main tools for transformation.

• Strategic Profile recruited by the CEO. Responsible for supervising the marketing, communication and CRM teams.

GROWTH HACKERS • Their mission is to make the business grow in new paths.

• They work in young organizations (startups), that need to grow fast and validate their business model or monetization, and also in mature organizations embracing entrepreneurship within their company, and looking for new business models.

• Strategic Profile usually recruited by the CEO.

14 · IS DIGITAL

CHIEF EXPERIENCE OFFICERS (CXO) • Responsible for coordinating the User Experience strategy.

• They must ensure consistency across the various channels and contact moments products and services.

• Position with promotion posibilities that, according to the organization, involves reporting to the CEO or chief digital officer.

PERFORMANCE MANAGERS OR PAID MEDIA MANAGERS • Responsible for generating as much traffic as possible to brand sites at the lowest cost.

• They optimize paid advertising campaigns on digital channels in order to achieve the branding and performance set out.

• They are part of the digital marketing team and are surrounded by professionals with technical profiles.

CHIEF MARKETING OFFICERS • Responsible for outlining, establishing and implementing digital marketing strategies through various channels.

• Responsible for meeting the business objectives regarding branding, performance and / or loyalty within budget.

• Strategic profile that helps understand the benefits of digitization.

SEARCH ENGINE MARKETING SPECIALISTS (SEM) • Their job is to make the brand and sales grow through search engines.

• They present, implement and execute the Search Engine Marketing (SEM) strategy in search engine, and usually handle campaigns involving Google services, such as YouTube Ads and GDN (Google Display Network) for remarketing purposes.

• They play a strategic role in the marketing and paid advertising teams, and report to the digital marketing manager.

COMMUNITY MANAGERS • Responsible for planning and managing an organization’s communication plan in social networks.

• Their mission is generating conversations about the brand to build a community, and turn followers into promoters.

• They are part of the Social Media team, and report to the social media strategist.

SEARCH ORGANIC MARKETING SPECIALISTS (SEO) • Responsible for optimizing search results on major engines.

• They have tactical (Technical and Semantic SEO), as well as strategic duties. Positioning of all existing and new content goes through them.

• Although they are part of the digital team, their profile is a transversal and evolving one that works with technology, marketing and communication.

DATA ANALYSTS

E-COMMERCE MANAGERS

• Responsible for analyzing qualitative and quantitative data from the digital environment.

• Responsible for making the online sale strategy of the organization a reality.

• They provide valuable information, based on objective facts, that helps in decision-making processes.

They must be trained in business knowledge, analytical methods, and technological knowledge.

• They serve all business areas, but are part of the marketing team.

SERVICE DESIGN STRATEGISTS • Responsible for shaping the customer experience through technology, content and design, which give them technical, business and product responsibility.

• Their job is to translate a product idea or service, and shape the solution through which the organization wants to interact with users (prospects or clients).

• They work transversely on the client’s or agency’s digital team.

• They define the strategy, conduct market research, set budgets, control the technological structure, test solutions, and lead teams and individuals.

• Strategic Profile reporting to the CFO, but works with the operations, technology and marketing teams.

SOCIAL MEDIA STRATEGISTS • Responsible for defining, establishing and managing Social Media strategies, with a unique vision of the brand.

• They are guarantors of the entire conversation generated by users through on and off-social channels.

• They are part of the marketing and communication team, but their strategy affects the company globally and, specifically, the departments involved in marketing, communication and customer service.

IS DIGITAL · 15

TECH AREA Apps for the new year Improving productivity with Android apps is possible. Tell me what you want and I’ll tell you what app you need ...

For to-do lists: Wunderlist and Todoist, with Evernote’s permission For taking notes: Google Keep For scanning: CamScanner For everything else... Google Drive

The new iPhone7: no surprises Preceded by leaks that left few secrets to reveal, Apple launched the iPhone 7 and iPhone 7 Plus last September.

A completely revamped camera (dual, in the Plus model), stereo sound with no mini jack connection, water resistance, and some changes in their design, including a model in black, are the distinguishing features of this new device.

When will self-driving cars reach market?

80% of Spaniards believe that autonomous cars will become part of our day-to-day reality sooner or later, according to a study by Observatorio Cetelem.

The battle of dates on when selfdriving cars (combine computer programming, cameras, sensors and radars) will finally be part of our reality is on. The first self-driven taxi made its debut last August in the streets of Singapore. And it was not thanks to the work of large companies fighting to make this utopian vehicle a reality, but to a small startup linked to MIT, nuTonomy.

However, technology giants are also striding along this path, despite the impact on public opinion of the recent accidents involving these cars. Specifically, Ford announced that its self-driving car will be on the market by 2021, and is negotiating with Uber to go hand in hand.

Toyota, Nissan and Volkswagen have also made great achievements.

Peugeot completed the route Vigo-Madrid without any incidents.

And let’s not forget Google with its prototypes already “on the road”, or Tesla, which already launched an autopilot system last year, but whose notoriety is due to the accidents suffered.

16 · IS DIGITAL

A look into HoloLens glasses Can a hologram help you repair a faucet? The answer is: Yes. This is the experience told by some people who have already tried Microsoft’s holographic glasses, HoloLens, whose main characteristic is the creation of a mixed reality that allows users to view overlapping objects and environments in the actual environment. These devices cost around $3,000 and are only available for purchase in the United States and Canada.

The boom of delivery apps A study shows that having an app for home delivery increases restaurants’ turnover by 25%. But the familiarity with which we use applications to request messaging services is no longer exclusive to the hospitality sector.

Farewell to 140 characters As of September 19, Twitter allows users to post longer tweets. This decision affects multimedia attachments (images, GIF, videos, surveys, etc.), and tweet mentions, which are no longer limited by the reduced character count. The same applies to usernames, that will no longer be taken into account when written at the beginning of a post. But there is no reason for 140-character fans to feel nostalgic. The company’s CEO, Jack Dorsey, said back in May that they were a “beautiful restriction”, and that Twitter would “never lose” creativity and brevity.

Madrid Jinn began operations in July. Created by three Spanish expatriates in the UK where their bikes currently carry about 70,000 monthly orders with the “delivery on demand” formula, Madrid Jinn allows ordering all kinds of products and having them delivered in around 30 minutes. At the same time, Glovo, already present in Madrid, Barcelona, ​​Valencia, Paris, and Milan, announced last summer a new funding round. Something is moving in the home delivery industry.

IS DIGITAL · 17

A DAY AT…

A DAY AT...

AIRBNB

Knock, knock ... Is anyone home?

Come in, welcome to Airbnb, the company that changed the tourism industry for good, and a name always linked to concepts like entrepreneurship, trust or community. A destination that, just as with the accommodations offered on its website, we look forward to visiting again soon.

Taking a walk is the best way to discover Barcelona’s Eixample district, where fashion and modernism go hand in hand. Window shops flank buildings of exquisite architecture on Paseo de Gracia, while on the adjacent streets, businesses and tourists share public spaces with local ladies shopping for groceries.

Our steps lead us to one of those modernist gates. “Live a destination as if you were a local,” says one Airbnb slogan.

We will have to follow their advice... It’s eight in the morning. We ring the bell and the doors open: we are at Airbnb’s office for 18 · IS DIGITAL

Spain and Portugal.

We are struck with a sense of déjà vu, as if we knew this place forever. Our Cicerone for the day, Andreu Castellano, the company’s PR, had already warned us about it: “They make you feel like you’re working in a house and the space is very welcoming to visitors.”

Entering Airbnb feels like coming into the modernist apartment of a distant aunt but, instead of having a sitting room with a sofa and a coffee table, they have a large room used by most of their staff, and some other rooms, with sliding doors, where they can hold meetings or

have some privacy. We follow Andreu’s steps into the dining room, a place that they call ‘market’ and where, in addition to regaining strength, they hold meetings for the entire team and host large groups. There is a kitchen and, of course, a table football that helps reduce stress with a few wrist movements, passings and goals. We didn’t dare to challenge Andreu to a match. We just didn’t want to be forced to lose.

To make up for this, Andreu took us to his favorite work spot: “A gallery with filled with light, glass, and a modernist structure, overlooking Paseo de Gracia that is a great

place to work in autumn and winter.” He often does so with his dog, as Airbnb offices are dog friendly. This is a company policy that applies worldwide.

More than co-workers A motorcycle helmet and a bike helmet lie somewhere in the office.

THEY WERE ORIGINALLY A GROUP OF FOUR, AND TODAY THEY ARE TWENTY. THEY SHARE AN ENTREPRENEURIAL SPIRIT, FAITH IN THE COMPANY’S MISSION, AND THEIR LOVE OF TRAVEL.

They are the first signs of life in this this homeoffice. The rest of the staff starts coming in gradually, as there is some flexibility in the in/out schedule, as well as the possibility to work remotely from home. They were originally a team of four, and today they are 20.

They are mostly in their thirties, although there are two of them who

just finished college, and some are closer to their forties. They all have different profiles (communication, public affairs, analytics, marketing ...), but share an entrepreneurial spirit, faith in the companyâ&#x20AC;&#x2122;s mission and their love of travel.

Outside the workplace, some go for runs together,

IS DIGITAL ¡ 19

A DAY AT… to concerts or play paddle tennis.

Inside, that complicity shows. They work on objectives, under a matrix structure, with a great deal of team and intra-department work. They also use videoconferencing extensively and travel frequently to the United States. When describing their boss, Arnaldo Muñoz, Airbnb General Manager for Spain and Portugal, they describe “an executive with a lot of experience in the industry.

A natural-born leader.” When the time came to meet him, we discovered that, behind his soft voice, he hides a real passion for metrics.

The office calendar is packed with team activities (workshops, seminars, videoconferences with other offices, training sessions...). The office also receives, on a regular basis, visits from Airbnb employees from all parts of the world, but also from entrepreneurs filled with a great deal of experiences and questions, and even Airbnb hosts.

What is Airbnb?

Founded in August 2008, and headquartered in San Francisco (California), Airbnb is an online platform that connects travelers with people who want to share their homes in more than 34,000 cities and 191 countries. Hosts set the price and are required to follow local regulations.

Hosts are an unusual crowd that organizes its own events, outside the annual meeting in Madrid. They are also the architects of Airbnb’s popularity in Spain, with a total of about 170,000 advertisements, 24,000 of which correspond to the city of Barcelona and 13,000 to Madrid.

In Portugal, also coordinated from these offices, there are about 47,000 accommodations advertised, 17,000 of which are in Lisbon.

What about users? Since the founding of Airbnb, a total of two million residents in Spain have used the platform for their travels. And in 2015, Airbnb hosts in Spain welcomed more than 2.6 million guests from around the world. In eight years of history, the total number of guests who have visited Spain through the platform has exceeded 5 million.

Let’s eat!

We definitely needed some time to digest these incredible figures, and it’s already 2:00 pm, a time when everyone usually makes a lunch break in the office. But today is Thursday, and on Thursdays they usually have lunch together, and so, a chef prepares a menu for everyone. They love to share their table with visitors, and we are no 20 · IS DIGITAL

ON THURSDAYS THEY USUALLY HAVE LUNCH TOGETHER, SO A CHEF PREPARES A MENU FOR EVERYONE

exception. We happily accept their invitation, because in the meantime, it gives a chance to listen to good stories about the company.

For instance, the company was founded in 2008 when two friends, Joe Gebbia and Brian Chesky, needed money to pay rent and saw that there was a design conference taking place in their city, San Francisco, that booked out all accommodations, and so they decided to rent out three air beds at their place. They launched a website (airbedandbreakfast.com, for “air bed and breakfast”), and three days later, not only did they have their first reservations; they had also taken the first step towards the creation of a company that is one of the main references of the so-called collaborative economy today.

What about a story with local flavor?

Their first offices in Barcelona, back ​​ in 2012, were located at the home of one Airbnb host, actor Paco León.

Actually, it was only for a few days, until they found a place at a local business incubator, Barcelona Activa. Barcelona was chosen as the base of operations in the Peninsula because “it is a firstclass destination worldwide”, but also because “it features a very large entrepreneurial community. It’s a city strongly focused on innovation and has great human talent.”

The city bustles, just as Airbnb offices in the afternoon, as this is the time

when working hours in Europe and in the United States, where the main HQ are, coincide. So, we say goodbye to Andreu Castellano, who is about to embark upon a meeting with colleagues from other latitudes, not without some regret.

“Be a good host”, says another key slogan for understanding Airbnb’s philosophy. We bear witness to the fact that Airbnb employees walk the talk.

IS DIGITAL · 21

FOCUS

Study on music consumption behaviors in Spain What platforms and devices do we use to listen to the soundtrack of our lives? Who influences us when trying out new artists and songs?

When, how and why do we hit the ‘play’ button? And above all, do we continue to hoist the pirate flag every time we listen to digital music? We will unveil these and other mysteries on the InnovAction Music study on consumption of digital music, conducted by Ipsos at ISDI’s request.

DO WE PAY FOR DIGITAL MUSIC? 9% OF USERS ONLY ACCESS PAID MUSIC

9% 28% 28% OF USERS LISTEN TO BOTH FREE AND PAID MUSIC 22 · IS DIGITAL

63% 63% OF USERS ONLY CONSUME MUSIC FROM FREE DIGITAL PLATFORMS

% 0 6

5 EN 3 E W T N BE LD USES E M O O EN OF W 5 YEARS TO LIST E 4 AND RTPHON A A SM NGS O TO S

14 IN EVERY

USERS

10€ DECLARES TO BE WILLING TO PAY

PER MONTH IN EXCHANGE FOR HAVING ACCESS TO ALL THE MUSIC THEY WANT TO HEAR, HOWEVER AND WHENEVER THEY WANT TO IS DIGITAL · 23

FOCUS

INFLUENCERS: WHO RECOMMENDS MUSIC?

50% 47% 37% MEN: THEY TRUST BLOGS AND MAGAZINES WOMEN: THEY ARE GUIDED BY STREAMING PLATFORMS AND YOUTUBE

1

IN EVERY

50%

2

FRIENDS AND FAMILY RADIO YOUTUBE

USE STREAMING CONTENT PLATFORMS

OF WOMEN LISTEN TO MUSIC ON YOUTUBE

HOW, WHEN & WHERE WE LISTEN TO MUSIC

FORMATS AND DEVICES

MUSIC ALL DAY LONG...

... AND ANYWHERE

68% RADIO

IN THE MORNING...

ANALOG RADIO

IN THE CAR 路 79%

66% MP3 34% SMARTPHONE 23% COMPUTER

DURING THE DAY...

FLUCTUATING USE OF MP3S

OR AT HOME WHILE DOING HOME CHORES 路 62%

IN THE EVENING... CDS AND RECORDS

OR DURING RELAXING MOMENTS 路 57%

AT DAWN ... YOUTUBE

24 路 IS DIGITAL

54%

STREAMING, HIGHLY REGARDED, BUT LITTLE KNOWN

OF USERS VALUE MAXIMUM SOUND QUALITY

73%

OF USERS ATTACH IMPORTANCE TO LISTENING AD-FREE MUSIC

BUT ONLY

25%

KNOW ABOUT THIS SERVICE

BUT ONLY

48%

KNOWS THAT IT CAN BE DONE

THOSE WHO KNOW MOST ABOUT STREAMING... SMARTPHONE HEAVY USERS SPOTIFY: THE MOST POPULAR STREAMING MUSIC SERVICE THE MAIN “BUT” TO STREAMING...

MOBILE DATA CONSUMPTION, FOR 73% OF USERS

IS DIGITAL · 25

DIGITAL TRANSFORMATION

“TRANSFORMATION IS A MATTER OF LIFE OR DEATH” General Electric (GE) is a huge, multifaceted corporation, immersed in a surprising digital transformation process. A fascinating story told

by GE’s President and CEO for Spain and Portugal, Daniel Carreño, in a meeting with Nacho de Pinedo, ISDI’s founder and CEO, where the connection between the two flowed right from the start.

26 · IS DIGITAL

Nacho de Pinedo (NP): Many voices say that digital transformation is impossible for large companies, but GE is proving them wrong. What are the keys to your transformation?

Daniel Carreño (DC): We are experiencing the greatest transformation in our history that originated is the firm belief that there is a new reality that demands new patterns. Either we jumped on that train right away, or we would have been left behind.

Despite our size, our more than 300,000 employees and a successful history of 130 years, we were humble enough to recognize that what we were doing was no longer right and thus, we are making an enormous investment effort.

NP: Is the cost of transformation small compared to that of doing nothing?

DC: The alternative of doing nothing is long gone.

NP: Is digital transformation a technology or a management challenge?

DC: A management challenge.

Technology is an element that contributes to our new strategy.

We are not in this adventure because we think it’s a fad. It’s a matter of life or death, of business survival.

NP: I read an interview where your CEO, Jeff Immelt, said: “At first I thought this was a matter of technology, we started buying sophisticated machines and hired programmers, but we quickly realized it was something else.” It has to do with people, with processes... What is digital transformation for you?

DC: A radical change. We all knew music tapes. CDs improved performance, but the real business transformation came with streaming. We are talking about new business models and, as a consequence,

GE AND THE PATH TO BEING DIFFERENT

BY DANIEL CARREÑO GE was founded 130 years ago by Thomas Alva Edison.

Innovation is part of its DNA, and change has been constant since its foundation. It has gone from being a company with one product in one country, to a company that operates in more than 150 countries. It is not easy to make that journey from the late 19th century to the 21st century.

In that context, we operated in leading positions in three major areas: the industrial area, where we manufactured aircraft engines, locomotives, electrical equipment, medical equipment, etc.; the energy and water sectors, with all sources of generation, transmission and management systems; and the financial business area, the great unknown, which involved around 40% of our turnover, and a little more of our profit margin.

Last April, we announced that we were putting our financial business area for sale. Letting go of a part of your body is always painful, even more so when you are not sick. We are doing this because we are convinced that the future is industrial; and this industrial future has a digital and software component that will demand an ability to adapt and change that we will not be able to ensure if we are a too-large organization.

It is very difficult to determine what the right move is, but standing still is not an option. At GE, we have come to terms with that and, despite our past success, we have decided to embark on a journey like never before.

IS DIGITAL · 27

DIGITAL TRANSFORMATION about the emergence of new competitors. We have a history that we feel proud of, but it gave us a level of assurance that cannot be provided again. From there on, we have identified areas for growth, for the incorporation of talent, and for change in processes with an impact on corporate culture and performance evaluation.

Easier said than done. Human beings are reluctant to change, even more so in successful environments. But good players run to where the ball is going, not to where it is now.

NP: You have given a twist to the IoT, by placing sensors in all devices generating data or consumer responses ... That is key to your strategy.

DC: Data has two unique advantages: it improves performance of devices in real time and learning ability.

Collecting, storing and analyzing data at unknown costs, with more power than ever before, allows correlating factors previously despised for not having the proper analyzing capacities the amount of data available. The result is an unparalleled predictive ability.

“GOOD PLAYERS RUN TO WHERE THE BALL IS GOING, NOT TO WHERE IT IS NOW”

Profile Daniel Carreño (León, 1967) is, since 2011, President and CEO of General Electric for Spain and Portugal, a company in which he has held various positions for more than 16 years, after working seven years at HP. He also holds a number of institutional positions including, among others, the vicechairmanship of the American Chamber of Commerce (AmCham Spain), and of Junior Achievement Spain. He is a member of the Executive Committee of the Association for Progress in Management (APD), and the American Business Council (ABC), and was president of the Spanish Federation of Healthcare Technology Companies (FENIN).

He holds a degree in Law, and in Economics and Business Studies from Universidad Pontificia de Comillas and the Executive Development Program (PDD) at IESE.

28 · IS DIGITAL

We are now able to increase data collection because sensors are becoming increasingly smaller and more powerful, cheaper, with less power requirements, and locatable from anywhere.

NP: Tell me more about the people in GE... You are creating more horizontal structures for people to have more autonomy. How are you managing this hyper-revolution?

DC: Convincing people of the need for such change requires constant communication, and humility to recognize that we have no silver bullets. We demand their commitment, but in a transparent manner, and giving them more autonomy. An autonomy that is complemented with accountability, meritocracy and a holistic assessment system.

NP: How has this digital environment changed the mission and vision of your company?

DC: Our mission is still there.

We intend to develop products and services that meet the needs that are currently arising.

And to do that, that we must be in constant transformation.

We aim at becoming leaders in this process within a digital industrial environment. It is a reconciliation of two worlds that excluded each other, and reflects a phrase from our CEO: “You go to bed with an industrial company and you wake up being a software company.”

NP: Where are we headed?

DC: Towards an environment where we will share our strengths with other fellow travelers who are strong in areas we are not, towards an area of ​​ learning and openness.

We actually developed the first industrial platform for critical assets, Predix, in open source.

We intend to incorporate startups that will develop their own applications using our ecosystem.

We want to be closer to training centers, we need

partners to join us, people who are convinced that there is a way ahead, and who do not expect GE to play the role of a traditional supplier. It will be easier to reach our destination if we share the goal of reaching a place that we are now unable to define. It is undoubtedly motivating. But, at the same time, it’s a challenge.

NP: Tell me about the Foundry that you opened in Paris...

DC: It’s a meeting place for human talent that will allow developing solutions from Europe. In Europe, we have great talent, but we still have much to do: improving the capacity of non-bank funding, improving technological infrastructures, and nurturing that talent and innovation fabric. I invite young Spaniards who have shown their magnificent talent as engineers, physicists and mathematicians, to apply to open positions and join this exciting adventure.

IS DIGITAL · 29

AGENDA

NOV Madrid 10.11.2016 Digital Talent Executive Program (DITEX) Focused on providing the necessary knowledge on digital business to lead talent transformation from the HR perspective in your company.

[125 hours] [ISDI] 11.11.2016 Online Master in Digital Business (MoDIB) An online Master in digital marketing that provides digital knowledge in all disciplines of the industry.

[450 hours ¡ Online] [ISDI] Madrid 11.11.2016 IBM Business Connect 2016 An event that brings together four sessions: Business Transformation, IT Leadership, Developer Innovation and Customer Experience.

30 ¡ IS DIGITAL

Barcelona 21.11.2016 Master in Data Analytics (MDA) Its practical methodology is the key to acquiring the most demanded and necessary skills to become a Data and Marketing Analyst.

[400 hours] [ISDI] Barcelona, from 15.11.2016 to 17.11.2016 Smart City Expo World Congress A world leading event in the field of intelligent cities, where entrepreneurs have lots to tell.

Madrid 25.11.2016 Digital Business Executive Program (DIBEX) Training for executives and managers of companies in need of recycling to effectively incorporate digital environment in their daily tasks.

[80 hours] [ISDI]

Madrid, November 30.

[ISDI Talk] Web Analytics Beyond Visits, Hits and Unique Visitors by Adam Greco.

Las ISDI Talks consist of lectures on digital industry trends. Free entry. 7:30 pm. [ISDI] Madrid, November Top Management Program in Internet Business (PADIB) Exclusive program for members of Steering Committees to accelerate their understanding, or adaptation to the digital business. [20 hours] [ISDI]

JAN 16.01.2017 Global Executive (MDB) A unique online experience that combines online training with a 3-week face-to-face course with the best experts from Barcelona, Mexico ​​ City and Silicon Valley. [ISDI]

FEB 27.02.2017 to 01.03.2017 4YFN The disruption caused by mobile phones, the Internet of Things, or digital media are some of the issues that will be addressed by the 4 Years From Now (4YFN) program in 2017.

This platform began as a meeting intended to accommodate startups in the Mobile World Congress (MWC), and has grown exponentially to become one of the most interesting events for entrepreneurs to make contacts, meet partners and investors, and publicize their products.

Barcelona 27.01.2016 Digital Business Executive Program (DIBEX) [80 hours] [ISDI] Barcelona, January 2017 Digital Talent Executive Program (DITEX) [125 hours] [ISDI]

Barcelona 27.02.2017 to 02.03.2017

Mobile World Congress #MWC17

The mobile industry is looking forward to the most important event of the industry, which will bring together in Barcelona the best professionals and leading companies, under the slogan “The next element”. The challenge?

Breaking last year’s record of attendance, when more than 100,000 professionals learned about the latest innovations in mobile solutions.

IS DIGITAL · 31

OPTIMISTIC ATTITUDE

ENHAMED: A LIFE LESSON Enhamed (Las Palmas, 1987) “earned”−in his words− his blindness at age 8. When he turned 9, he learned to swim, and from 13 onwards, he devoted his life to high competition. Four gold medals later, he undertook the challenge of sharing everything he had learned as a lecturer, trainer, and writer. He climbed the Kilimanjaro, completed an Ironman, moved to United States without speaking a word of English... His latest great challenge? Attending ISDI’s MIB.

Lane 1 Who is Enhamed?

“If I think about it carefully, the only thing I do is being myself and living my own life.” How I would describe myself? I’m interested in challenges. Part of my personality is defined by spending twelve years competing as a swimmer, a world in which all is reduced to defining your goals, what you need to do to get there, and what your final path is.

I am also very curious. And I love to read.”

Lane 2 A method for dealing with failure “The life of athletes entails failure on a daily basis. We call it training. The great difference between those who achieve results and those who don’t, is that the former postpone immediate gratification. There is a very Interesting experiment that was conducted with 4-year olds. They were given a candy and were told that, if they managed to not eat the candy, they would get more after 15 minutes. Years later, in their adolescence, the children who had postponed gratification showed much better results, not only in material terms, but also in self-motivation, confidence, discipline...”

Lane 3 Who’s afraid of the big bad wolf?

“First, you need to know what you are afraid of, and expose yourself to that fear.

Otherwise, that feeling will increase significantly. When I was little, I was afraid of water. Whenever we went to the beach, I looked at my siblings from the shore.

When I became blind, and went to a school in Madrid, one of the extracurricular activities was swimming, and I told myself: I will do this. At first, I couldn’t even move. But after a few weeks, I realized that the pool was an obstacle-free place, where I could move freely. If you’re afraid of something, do it “.

Lane 4 Lecturer and trainer “My mission has always been helping people to fully realize their potential. I set goals, design a plan to achieve them, and use discipline to follow that plan. Within that framework, my real work lies in making people change their belief system on what they can or cannot do, individually or in a group. If sports have taught me something, it’s that a single individual, all alone, cannot go very far. My work is teaching them to find fulfillment in their work, to have more ambitious goals and to learn self-management to achieve them.”

32 · IS DIGITAL

Lane 5 Epic memories “Completing an Ironman was very special. Winning an Olympic gold medal, and breaking a world record was just out of this world. It was extraordinary, something in which I had invested all your blood, sweat, and tears. But moving to the United States being blind, especially at first, not knowing how to speak English, was much more complicated than it would appear. Once, I got lost with Gayla [his service dog] for over an hour, lost in the middle of a snowstorm...”

Lane 6 New MIBer “I was invited to give a talk at ISDI and I was very impressed with its methodology. I’ve have talked to people who completed this program two years ago, and I’ve seen how much they’ve grown. I decided to do the MIB because want to be part of an organization of this nature, and also because of the knowledge that I’ll acquire. Most of us think that we know everything about the digital world, but the truth is, we are virtually illiterate. We can “read and write”, but we can’t benefit from everything this world can offer.

In my case, and for the blind, in general, this is the way of the future.

The more we make technological progress, the better we will keep up with the rest of the world. It’s what I like to call bitcapacity.”

FREESTYLE • His “little girls”... Two labrador Retrievers. I’ve been with with Gayla for eight years now. She’s part of me. I’m only starting with Adele.

We’ve been together for a year.

• The best of your land… Its people, their friendliness. And Las Canteras, almost 5 km of seafront promenade in the middle of the city.

• Something you can’t live without… Speakerphones, wi-fi, a coffeemaker, and my dogs’ mattress.

• Your vice: Reading. The last book that impressed me was Mastery,

by Robert Green.

• You enjoy… discovering new music and trying out new restaurants. To me, gastronomy is not only about the food, but the entire experience.

“YOU NEED TO KNOW WHAT YOU ARE AFRAID OF, AND EXPOSE YOURSELF TO THAT FEAR, OTHERWISE, THAT FEELING WILL INCREASE SIGNIFICANTLY”

IS DIGITAL · 33

INDUSTRY NEWS The gap between supply and demand of science and technology lovers The demand for STEM (science, technology, engineering and mathematics) professionals is growing by

150.000 workers every year. Yet, only

7% of Spanish students pursue scientific and technological careers, according to a study conducted

by Randstad Professionals.

Desstination: USA The US Citizenship and Immigration Service, through its Department of Homeland Security, introduced a new Law, –the International Entrepreneur Rule–, that allows entrepreneurs who meet certain criteria to obtain temporary visa in the United States, in order to facilitate the start up or development of their businesses in US territory.

Large companies opt for agility Experts from Repsol, Banco Santander, Telefónica, Iberdrola, Amazon and Quint Wellington Redwood stressed, during the 1st National Conference of Business Agility, the importance of training medium and large-sized companies in the so-called ‘Agile’ methodologies, in order be able to adapt to the changes demanded by society, thus accelerating their digital transformation.

This event, held last June, was the first major event organized by the BAC (Business Agility Corporation), a new association created in April with the mission of promoting business agility practices that allow for better adaptation to the disruptive changes of the market, swiftly and with confidence, in a digital transformation framework.

34 · IS DIGITAL

More money to stay afloat in the digital race Europe estimates that it would be necessary to invest between 6 and 7 billion euros in infrastructures for digital economy. Günther Oettinger, Commissioner for Economy and Digital society, has warned of the risks to the European Union’s position, if it doesn’t prioritize such investments.

These funds should be aimed at optic fiber and 5G networks, to support the increase in traffic derived from IoT devices.

The Commissioner also underlined the importance of “pooling the resources we have in the industry and universities” to attract talent, and adapt data protection laws of data to digital economy.

The business of video games in Spain 1 billion in turnover

4

th

largest gaming consumer in the European market Yearbook of gaming industry, 2015. AEVI

“Innovative culture means understanding that each employee is a Chief Of Innovation, and each Department is a relevant R&D area in the company” Virginio Gallardo @virginiog Spanish fintech companies hope for appropriate regulation Stay tuned, because in the last quarter of 2016, the Fintech & Insurtech Spanish Association will present the White Paper of Fintech companies in Spain. A document thanks to which we’ll be able to learn about the evolution of their figures, and which intends to give visibility to one of the main demands of this sector: namely, appropriate regulation. Marta Plana, Vice President of the Fintech & Insurtech Spanish Association, talked to us about regulation: “Fintech companies have come to add value to the financial sector and its customers, but to make it effective, they need support from administrations, and require a consistent regulation.”

IS DIGITAL · 35