Digital Bulletin - Issue 32 - Sept 21 by NODE

DIGITAL BULLETIN Issue 32 | Sept ’21

SPRINTING AHEAD

Mars has supercharged its digital transformation with agile working

A NEW REALITY

Is the metaverse the next destination for enterprise?

ERICSSON

CONNECTING

THE WORLD Ericsson Managed Services is revolutionising network operations with artificial intelligence, data analytics and automation - and by empowering its people

JAMES HENDERSON Content Director

ello and welcome to a brand new issue of Digital Bulletin, where we bring you no fewer than three case studies alongside a whole host of enterprise technology stories, interviews and analysis. We start with Ericsson, one of the world’s leading telecommunications organisations and an in-depth look at how it is going about equipping its teams and clients with technology to meet the ever-growing need for global connectivity. We speak to a number of leaders from its Business Area Managed Services to find out how 5G is changing the dynamics of connectivity and why technologies like AI and automation are affecting rapid change in the area of network operations. There is no doubt that we are on the cusp of a generational leap with 5G and the opportunities it will generate

for business and society, and there is arguably no company better placed than Ericsson to tell that story. Elsewhere we speak to Mars, a giant of the confectionery and pet care worlds and one of the foremost manufacturing practitioners on the planet. In an exclusive interview with Praveen Moturu, Vice President, Chief Enterprise Architect, we hear how Mars has embraced agile working methods to ensure it is making both rapid and informed decisions when it comes to driving its digital transformation. Our third case study comes from LOTTE Wedel, Poland’s most famous chocolate brand, where we find out how it has digitised its supply chain operations and set its sights on expansion. For that and much more, read on. I hope you enjoy the issue!

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Contents 06

Month in Review

Case Study

Data Intelligence

News, regulations and analysis

Ericsson - The telecoms giant connecting the world

Mars’ digital transformation story

Talking hyperautomation with UiPath

96 6

100 64

Case Study

People

86 86

Blending modernity and tradition at LOTTE Wedel

Debate - Optimising the hybrid working model

Connectivity Expanding 5G tech access in a semiconductor shortage

A Life in Tech

100

Closing Bulletin

HelpSystems’ CEO Kate Bolseth on her passion for IT

An exclusive column from Nebuli’s Simon Jack

MONTH IN REVIEW

NEWS UPDATE Digital Bulletin rounds up the news that shaped the enterprise technology space over the last month

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NEWS UPDATE

MERGERS AND ACQUISITIONS Several SwoopTalent engineering employees will also join the SAP SuccessFactors team. The financial terms of the acquisition have not been disclosed.

Headline: Nvidia’s takeover of Arm could be in doubt after watchdog recommends probe. Info: The UK’s leading antitrust watchdog, the Competition and Markets Authority (CMA), has said an in-depth investigation - known as Phase 2 should be made into Nvidia’s proposed takeover of Arm. Nvidia revealed it had agreed a $40bn to buy the UK-based chipmaker last September, but there are fears that if the takeover is rubber stamped, it could harm competition in the chip market. Headline: SAP has acquired intellectual property of SwoopTalent, a specialist in talent data intelligence, in an asset acquisition. Info: SwoopTalent’s data and machine learning technology will be embedded across SAP SuccessFactors solutions.

Headline: ServiceNow is to acquire Mapwize, an indoor‑mapping and wayfinding company. Info: With Mapwize, ServiceNow will provide indoor mapping capabilities for employees as they reserve seats, conference rooms, workspaces and workplace resources, as well as navigate offices, from their desktop or mobile devices. Mapwize’s capabilities will be built into the Now Platform and the Workplace Service Delivery Suite.

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MONTH IN REVIEW

FUNDING Headline: IT observability platform Grafana Labs Inc. has closed a $220m funding round, valuing it at $3bn. Info: The Series C round was co-led by new investors Sequoia Capital and Coatue, with participation from existing investors Lightspeed Venture Partners, Lead Edge Capital, and GIC. Grafana Labs recently announced the acquisitions of k6 for modern load testing and Pace.dev for building developer tools.

Headline: Databricks has completed a $1.5bn round of funding, which takes its value to $38bn, according to a Bloomberg report. Info: Citing sources close to the matter, it said Morgan Stanley led the funding round and that it could grow even larger. The company completed a $1bn funding 8

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round earlier this year, taking the value of the business at $28bn. Prior to this round, it had raised $1.9bn in total.

Headline: Cloud contact centre provider Talkdesk is now worth $10bn after closing a Series E funding round. Info: It raised $230m from a group of new and existing investors. Talkdesk will now focus on expanding its international presence. The company already works with more than 1,800 businesses. “For many organisations, the contact centre is fast becoming a driver of tangible business results,” said its CEO.

NEWS UPDATE

PEOPLE Headline: Charlie Bell has left his position at AWS to join cloud arch rival Microsoft, according to reports. Info: Business Insider was the first outlet to report the news, which has since been backed up by CNBC, and The Information. Business Insider says that Bell has taken the job of vice president and that the two companies are negotiating which roles he can fulfil without breaching his AWS noncompete.

Headline: Execution management specialist Celonis has appointed Professor Wil van der Aalst as Chief Scientist. Info: Widely known as “the Godfather of Process Mining”Professor van der Aalst will support Celonis in accelerating its leadership in the process mining and

execution management space. He will work closely with the Celonis product and engineering organisation and the Celonis Academic Alliance.

Headline: UK telecoms giant BT has named Adam Crozier as its next chairman. Info: BT is aiming to drive transformation within the company and reach its goal of taking fast broadband fibre to 25m premises by the end of 2026. Crozier previously brought new strategies to broadcaster ITV, Royal Mail and the Football Association. He will replace Jan du Plessis at the telecoms firm from December 2021.

Stay right up to date with the latest news shaping the enterprise technology sector with The Bulletin, available at digitalbulletin.com

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MONTH IN REVIEW

Opening up the app store Each month, Digital Bulletin analyses one of the digital policies that countries are enforcing with the goal of regulating the online world. In this issue, we look at the Open App Markets Act

AUTHOR: Beatriz Valero de Urquía

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DIGITAL POLICY

he internet is a vast space with infinite potential for innovation, particularly when it comes to smartphone applications. However, at the moment, two companies have full control of the two dominant operating systems, which allows them to exclusively dictate the terms of the app market. Last August, a bipartisan group of US senators introduced a new bill that aims to address this issue. The draft piece of legislation, known as the Open App Markets Act (OMA), was led by senators Richard Blumenthal, Marsha Blackburn, and Amy Klobuchar, with the goal of shaking up the structure of Google and Apple’s mobile operating systems. “This legislation will tear down coercive anticompetitive walls in the app economy, giving consumers more choices and smaller startup tech companies a fighting

chance,” said Blumenthal. The proposed legislation would require Google and Apple to allow third-party apps and app stores within their operating systems, as well as prevent them from blocking developers that tell users about lower prices for their software that they could find outside official app stores. Moreover, the two tech giants will be banned from leveraging non-public data collected via their systems to create competing apps. The OMA is a direct response to the many complaints of mobile software makers, who have long claimed that app stores take an unfair cut of the cash that should be flowing directly to developers. In addition, the piece of legislation is more relevant now than ever, shortly following the Senate antitrust hearing on app stores and competition, and in the midst of Apple’s public dispute with Epic Games. ISSUE 32

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Alex Harman Competition Policy Advocate at Public Citizen

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“The power of large app stores to extract enormous profits is a direct result of the anticompetitive and unfair way in which the stores are operated and controlled,” says Alex Harman, Competition Policy Advocate at Public Citizen. “This bipartisan legislation will open up the app stores to more competition, protect small app developers, and lower prices for consumers.” Although the OMA targets Google and Apple equally, experts agree that the legislation is likely to have a greater effect on the latter company, as sideloading has always been possible on Android. In contrast, Apple has never allowed sideloading, saying it is a measure taken to protect users from malware and other threats. “The act will have a more significant impact on iOS users than Android,” says Paul Bischoff, privacy advocate at Comparitech. “It would force Apple to allow iPhone and iPad users to download and install apps from outside the app store. That creates more opportunities for other app stores and apps not on the official App Store to compete. “I think allowing sideloading is a good thing. Most users will still opt for the official app store, but users who want to use other app stores and apps have the option of doing so.” Nonetheless, the OMA is not the first piece of legislation of its kind. The draft

DIGITAL POLICY

Alina Popescu Partner at legal firm MPR Partners

law continues a series of regulatory initiatives such as the EU Digital Markets App and the UK’s digital markets plans that aim to prevent Big Tech from obtaining “undue advantages” from the use of digital platforms under their control. “These regulatory initiatives are generally to work in conjunction with competition policy tools, which remain applicable but have obviously been deemed as insufficient in the fight against potential abuses by Big Tech,” explains Alina Popescu, a partner at legal firm MPR Partners. “Whilst the said proposals have common denominators - such aiming to ensure competition between app stores via interoperability - they differ considerably in places. “For instance, unlike the DMA and the UK Proposal, which target companies with entrenched and durable positions on the market, the OMA seems to be simply addressed to all companies controlling app stores with a certain number of

users in the US. Whilst this approach may offer more legal certainty and less complex procedures for designation of gatekeepers, it is bound to have the highly interventionist, ex ante policy options enshrined in the OMA applying to companies whose positions may in reality be contestable.” All around the world, governments are making moves to regulate Big Tech and foster competition in the digital space. However, by doing so separately, they are also increasing the complexity of the technology regulatory framework. If all these laws are passed independently, the potential differences between the various jurisdictions regulating digital platforms may well become a nightmare not only for Big Tech, but also for consumers and technology companies acting on either sides of the markets concerned. Countries have a common goal: regulating Big Tech. But will they be able to do it in cooperation? Only time will tell.

Paul Bischoff Privacy advocate at Comparitech

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MONTH IN REVIEW

WELCOME TO THE METAVERSE The word of the month in the technology world in August was “metaverse”. Here, Digital Bulletin looks at Facebook’s metaverse announcement, the technologies that are making it a reality and opportunities for enterprise

Image - Facebook

AUTHORS: Beatriz Valero de Urquía and James Henderson

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NEWS ANALYSIS

ny science-fiction fan is familiar with the concept of the “metaverse”. Initially coined by Neal Stephenson in his 1992 novel, Snow Crash, the term refers to a fully realised digital world that multiple people can inhabit at the same time using different devices. Think Ready Player One, Tron, or The Matrix. Almost 30 years after its conception, the metaverse is ready to leave fiction forever. Several technology companies and executives have already set their sights on building a metaverse, as the next step in the internet’s evolution. They envision a world where users move freely between online platforms with their data automatically transferring from one to the other; a world where people pay with blockchain and own non-fungible tokens. This real-time, constant and completely interconnected digital experience is closer than ever. The “metaverse tendencies” of video game platforms such as Roblox, Fortnite and Animal Crossings: New Horizons and the virtual and augmented reality technologies being developed by Apple, Google, Amazon, and Microsoft have set the foundations for the metaverse. If the metaverse is to one day morph into an encompassing alternate reality where many of us rest, work and play,

then it will have been Facebook CEO Mark Zuckerberg who will likely take much of the credit. Last month, Facebook announced the creation of a product team to work on the metaverse, which Zuckerberg has called “the successor of the mobile internet”, headed by Vishal Shah, current head of the Instagram team. Facebook has also been heavily investing in VR and AR with its $2 billion acquisition of Oculus and the launch of Facebook Horizon. The company’s vision is clear: when the metaverse takes off, Facebook will have control of the hardware platforms behind it, instead of being controlled by app store rules. “The metaverse is a vision that spans many companies — the whole industry,” Zuckerberg told The Verge. “You can think about the metaverse as an embodied internet, where instead of just viewing content — you are in it. And you feel present with other people as if you were in other places, having different experiences that you couldn’t necessarily do on a 2D app or webpage, like dancing, for example, or different types of fitness. “If we do this well, I think over the next five years or so we will effectively transition from people seeing us as primarily being a social media company to being a metaverse company.” ISSUE 32

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ENTERING THE

METAVERSE AB InBev brand Stella Artois UK recently partnered with digital horse racing platform ZED RUN, to bring The Life Artois to the metaverse. Together they created a set of 50 unique NFT bundles, complete with Life Artois themed skins, which were launched across five live auctions, timed to coincide with one of UK racing’s biggest weeks, released at a rate of $10,000 per day. The first day’s auction raised more than $197k. “Launching Stella Artois with Racing in The Life Artois into the metaverse was a first-of-its-kind partnership for AB InBev, and it couldn’t have been closer to our mission of bringing people together for a better world,” says Lindsey McInerney, Global Head of Technology & Innovation at AB InBev. “While the metaverse is still something of an unknown for some, that group is becoming ever smaller as the virtual world explodes right now. Together with NFTs, they don’t represent a one-off gimmick or a fun fad for brands to be part of: the metaverse will change the way we all engage in digital experiences forever.”

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It is an extraordinary ambition and one that probably signals the start of Facebook’s next evolution and there is a clear early adopter advantage as well as a captive audience that is in thrall to Facebook and its social media counterparts. “To ignore the size of the social gatherings that are occurring would be remiss. But more importantly, the demographics of the people engaging in the metaverse is overwhelmingly young, giving a strong indication of what the future holds,” Craig Beddis, CEO and Co-Founder of distributed computing startup, Hadean, tells Digital Bulletin. “Perhaps scrolling on Instagram will instead be strolling through an interactive Instagram world. Beyond social media, all brands looking to increase their visibility have potential in the metaverse due to the advertising opportunities. “Then of course there’s the organisations actually providing the metaverse. Game developers, streaming service providers and virtual event platforms may all want to adapt their business functions to be focussed on building these persistent virtual worlds where people now congregate.” A convergence of emerging and future technologies, including high compute power, 5G, XR, blockchain and crypto

NEWS ANALYSIS

Image - Facebook

have been key to the emergence of the metaverse and it is fair to say it is yet another area of life that has been accelerated by the pandemic as audiences and communities gathered almost exclusively online. The huge strides that have been made with the capabilities of cloud computing are also having a notable impact and are driving the emergence of the metaverse,” says Beddis. “Simulations have been run on local machines but the cloud is offering an attractive alternative. While scaling across distributed systems and networks has previously been difficult, new plat-

forms are offering an alternative to the bloated technology stack involved in scaling distributed simulations.

Craig Beddis

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“These platforms will allow the true scale of the cloud to be realised and enable people to build massive scale virtual worlds from anywhere in the world. Losing the need for local machines for the metaverse will be more cost efficient and give more access to massive scale simulations.” But the metaverse is still very much in its infancy and the ultimate form it takes and what other companies will hitch their wagons to the metaverse is still very much up for discussion. Lindsey McInerney, Global Head of Technology & Innovation at AB InBev 18

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- a company that was one of the first corporations to enter the space with its Stella Artois brand - tells Digital Bulletin: “I expect that we will see different worlds within the metaverse evolve at different speeds, likely each anchored by the kinds of core experiences or communities that populate them. Interoperability will allow people to flow between worlds with their assets intact and enjoy the experiences of them all. “Ecommerce and direct to consumer - both digital and physical goods - will become common within this space. Brands will find ways to engage their

NEWS ANALYSIS

Lindsey McInerney

customers that transcend the current limitations of our physical world, bringing on new teams to manage their metaverse strategy, similar to how they did when social media first emerged. Within 10-15 years, the metaverse will become a core function of every marketer’s job, just like social media did.” McInerney says it is paramount that enterprises can engage with their customers in the new digital worlds where more and more of their time is being spent, but to do so effectively will require businesses and brands to upskill their existing teams and embrace

the opportunities offered by the new online experience. “If enterprises can meet their customers in the metaverse, in new and creative ways that complement and extend how they engage with them in the physical world, the opportunities will be tremendous, global and otherworldly,” she says. “The risk for enterprises lies in not onboarding effectively into the Metaverse or operating with a Web 2.0 mindset, failing to respect the ethos of the communities in this space – resulting in unexpected or unwelcome experiences for their customers. In order to avoid this, businesses need to build a strong crypto-native team and a carefully constructed plan which authentically aligns with the brand’s persona and objectives.” ISSUE 32

CASE STUDY

RUNNING THE NETWORKS OF THE FUTURE 5G is coming - and bringing with it an array of operational challenges for telecoms providers. In this Digital Bulletin exclusive, leaders from Ericsson’s Business Area Managed Services tell us how this giant of the industry is bringing together the best of technology and people to equip its customers and meet the world’s extraordinary demand for connectivity

PROJECT DIRECTOR: Richard Durrant AUTHOR: Ben Mouncer VIDEOGRAPHER: Fraser Harrop

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ERICSSON

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s our world becomes hyper-connected, telecoms providers are feeling the heat. From one side, usage is increasing by the second. Networks are already handling far more data than they were when you began reading this article. More messages are being sent, more files shared, more content streamed, more IoT devices enabled. This is a relentless trend. Then there is the expectation to deliver a faultless user experience under this weight of demand. Our patience for interrupted experiences - whether that’s when watching a video on social media, or hailing a ride home - is wearing horribly thin. We are beholden to connectivity. And with the advent of 5G and groundbreaking use cases like connected cars 22

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and smart cities, that dependence is becoming critical. It feels an impossible task for service providers to manage this demand and complexity going forward. But in fact the impossible is possible, thanks to some of the most cutting-edge technologies of our age. Artificial intelligence (AI), automation and data analytics are transforming the way networks are operated today. By embedding these technologies, not only can providers reduce costs and increase efficiency, they can also bring to bear the data-led, “intelligent” networks of the future which will predict issues before they arise and offer unprecedented insights. With 5G sweeping across the world, these next-generation services are essential to meeting head on the twin challenges

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of user demand and user experience and at the vanguard of this transformation is Ericsson. ––– Think telecoms, think Ericsson. In the times since Lars Magnus Ericsson started being commissioned to repair and install telephones in the 19th century, his name has grown synonymous with the industry. Today, Ericsson’s hardware and software forms much of the planet’s communications infrastructure. The company employs 100,000 people worldwide and owns 57,000 patents.

For more than 20 years, Ericsson has packaged its services capabilities to CSPs (communications service providers) through its Business Area Managed Services. Managed Services is a critical function of the 21st century organisation; on its own it accounts for over a quarter of Ericsson’s staff, and through its global customer base of operators it manages more than one billion subscriptions. Managed Services are designed to handle the increased complexity of network and IT infrastructure, operations and optimisation through a delivery model

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Different techniques like cloud, like AI and machine learning, like 5G, are coming together in a unique opportunity both for operators and end users” Peter Laurin

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that utilises advanced technologies, Ericsson’s deep experience in telecoms and the skills of its people. Peter Laurin, who has worked at Ericsson for two decades, has led the unit since 2017. “It’s quite an interesting landscape that is forming with 5G coming,” Laurin tells Digital Bulletin. “There are a number of forces that are coming into play. There are many more devices out there, that’s one part of it, but then there are many more components in the networks; they are changing shape, with virtualisation, openness, and densification of 5G with more spectrum. “And on top of that, the customer experience now is something that every operator wants to leverage by using data. What do VIP customers need? What do other customer segments need? And how can we be proactive instead of reactive in addressing those needs? This is where different sorts of techniques that were not available before, like cloud, like AI and machine learning, like 5G, are coming together in a unique opportunity both for operators and end users.” Business Area Managed Services is serious about the power of data and new technologies to run next-gen networks. In operations and optimisation, Ericsson uses AI, machine learning and advanced analytics to automate problem-solving and processes, as well as to enhance network design and optimisation. It has built over

ERICSSON

100 successful AI use cases, with the aim to develop 300 by the end of 2022. One of the key applications for AI in network operations is around predictive maintenance. Managed Services has delivered automation to clients for many years, but the focus was on scripting and runtime automation, which involved waiting for something to happen in a network and then triggering a chain of processes and automations to resolve the problem. “When we now have applied AI, it’s really to give us the proactiveness,” says Jonas Åkeson, Head of AI and Automation for Managed Services. “One thing which is

key is not to even trigger those processes. Don’t even let the problem occur in the network. We have use cases now that give us one hour, two hours or five hours notice before you start to see thresholds being breached. That is how we are maximising the use of AI and automation in our Managed Services.” Binding all of Ericsson’s technology, data and people capabilities together is the Ericsson Operations Engine, a platform that sits at the centre of Managed Services. The Operations Engine has been designed to simplify the experience for customers in the face of growing network demands and ISSUE 32

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complexity, and is founded on the three building blocks of a service-centric and software-centric model based on business outcomes, end-to-end capabilities to deliver those outcomes, and the tech components themselves. Close to half of the one billion subscriptions operated by Managed Services are now on the Operations Engine platform, and Ericsson has found that via the platform 60% of network issues can be resolved “closed loop”, meaning with no human interaction. Since the introduction of Operations Engine, service availability for these customers has also risen from

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98.7% to 99.5%. These numbers are driving a significant difference in network performance and user experience. “We were in imminent need to transform our offering to go fully data-driven. And that is truly the essence of the Ericsson Operations Engine,” adds Åkeson. “It is a framework to operate not only the networks that we see today, but also the networks of the future which will be based on a datadriven type of operational model.” It is not just Ericsson setting the agenda with AI in operations - CSPs are now fully aware themselves about the benefits these technologies can bring. A recent

ERICSSON

study commissioned by Ericsson, titled ‘Supercharging customer experience through AI and automation’, emphasised how the use of AI and automation in operations is shifting from concept to reality for its customers. Ninety percent of operations functions surveyed for the report describe AI as important in supporting the customer experience agenda, with 80% highlighting automation also as key on the cost and transformation side. “Our customers are actually focusing a lot on network performance and user experience as a means to create a competitive differentiation in their respective markets,” says Juan Manuel Melero, Head of Network Design and Optimisation.

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ERICSSON

“Ericsson can help with that. Out of the 234 high-level competitive benchmarks that were published in 2020, our radio equipment was present in 70% of the winners. And diving into those engagements where we had an ongoing optimisation service connected to those benchmarks, the winning ratio goes over 90%. We are really proud of that. Much of the merit goes to the excellent performance of our radio networks but our optimisation services blended with our AI software portfolio also played a role to reach that kind of an outcome.” ––– Customer experience is without doubt the main point of focus in Ericsson Managed Services - but alongside the introduction of game changing technologies like AI, another transformation has been taking place: that of its own people. Ericsson has recognised that many of its clients will lack the internal skills and processes to manage increasingly complex networks. That is why its own expertise is a fundamental part of the Operations Engine offering, giving CSPs access to the very best talent in networking, AI and data science. Customers will increasingly look to partners for such deep knowledge, and Ericsson wants to be that partner. Yet this has been a journey for the organisation - a journey not just to recruit some of the smartest people across a huge range of technology disciplines, but also to upskill and reskill its staff so that its entire team is

We were in imminent need to transform our offering to go fully data-driven. And that is truly the essence of the Ericsson Operations Engine” Jonas Åkeson

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People are at the centre of everything that we do. They are the ones who are driving the change, they are the ones who are coming in with brilliant machine learning, automation and AI skills, and they are the ones who are building the future networks” Charlotte Levert

equipped for the fast-changing landscape of networks, 5G and AI. “People are at the centre of everything that we do,” says Charlotte Levert, Head of People (Human Resources) for Managed Services. “They are the ones who are driving the change, they are the ones who are coming in with brilliant machine learning, automation and AI skills, and they are the ones who are building the future networks.” Two years ago, Managed Services set out the goal to upskill or reskill 90% of its workforce, with an emphasis on building 30

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ERICSSON

competency around the central technologies of AI, machine learning and automation. Levert’s team has already supported more than 10,000 colleagues into different roles and is on track to achieve those targets. For Levert and the rest of the senior team in Managed Services, this makes complete sense; with the introduction of technologies like robotic process automation to eliminate mundane tasks, its people can focus on adding value for its clients across a broad spectrum of roles. Ericsson also recognises its responsibility to ensure staff

are given the right skills to stay relevant in the wider market. “What we’re doing is that we’re democratising learning,” says Levert. “So our approach is not job specific. We are rather focusing on what skills are needed for the future, which means that anyone who is ambitious enough or interested enough can really join this opportunity and start to learn. And people are really eager. “With technologies like AI, we need people who are on different levels. It’s about ensuring having the right person at ISSUE 32

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the right time. The good thing now is that we’re moving more into project-based type of work. In the past you had static jobs for X number of years and then you moved on. It’s now more around running programmes and projects and I think we’re on to a good start there with the reskilling and upskilling programmes.” Alongside skills, employee wellbeing is also a priority for Managed Services. Internal data and research has demonstrated to Ericsson how creating the right working environment for staff can not only increase productivity but innovation too. And never has this topic been more relevant than during the COVID-19 pandemic. At the beginning of the outbreak, Ericsson was faced with transitioning much of its 100,000 staff to a 32

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work-from-home model inside just two weeks. Levert says the experience since has given those in Managed Services the chance to imagine what its future workplace might look like, with employees happy and flourishing in a remote or hybrid model of working. Laurin has been heartened by his Business Area’s achievements in the midst of COVID-19 as his remote teams continued to push boundaries and make good for Ericsson’s customers. “What we have done for our customers and for the end consumers during the pandemic makes me extremely proud,” he says. “We have been able to keep the networks up, and not to the same standard as before, but actually significantly better. We have never had as good delivery

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performance as we’ve had during the last 12 months. So it’s been extremely rewarding. And the depths of the partnerships that we have with our customers have been on a different level during the pandemic.” ––– For Managed Services, the present is hugely exciting. But the future is tantalising. Ericsson’s most recent Mobility Report, published in June, revealed that 160 CSPs have now launched commercial 5G services globally and 290 million 5G subscriptions are live. But that second figure is set to double by the end of the year, and by 2026 Ericsson projects that - with 5G uptake in

line to be faster than 4G - there will be 3.5 billion 5G subscriptions, which will account for 40% of all mobile subscriptions. All of this points to a surge in demand for Managed Services. From a technological standpoint, Ericsson is relentless in its pursuit of innovation. It has made a series of important infrastructure investments to support its applications, tools, security, data ingestion and data lake solutions, and it is working with Ericsson Research and the Ericsson Global AI Accelerator to build further competencies around AI and data science. Deeper in the AI space, one particular area of excitement for Åkeson is machine

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Our networks of the future will integrate AI and more optimisation technology in an end-to-end offering” Juan Manuel Melero

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reasoning. He says the technology - which applies human-like common sense to analyse and translate knowledge and network data into insights - will represent “a very big leap” for network operations, and will underpin a broader approach around intent-based networks. “We have a good foundation automation capability, then we have added a predictive, proactive machine learning layer, and now truly comes the ‘thinking’ layer so we can connect and go fully horizontal,” says Åkeson. “We are running a very advanced trial in Canada on a live 5G network, letting the system take proactive decisions. We then go in afterwards and see what the system actually did based on the intent that we set. “We see great potential in this type of capability because that means that you can really elevate yourself and steer the network on a much more aggregated level.” Melero adds: “Our networks of the future will integrate AI and more optimisation technology in an end-to-end offering, whether it is through smart algorithms embedded in our radio base stations, through self-optimisation apps or through our AI-enabled services. This optimisation technology will really be embedded end-to-end.” Laurin takes a strategic view of Managed Services as the Business Area continues on its journey. While highly motivated by the technological steps it is taking, he is equally passionate about the positive impact around topics like sustainability and people.

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On the sustainability front, Ericsson talks about “breaking the energy curve”. How can it decrease power consumption in the face of fast-increasing network demand and complexity? In answer to the question, it operates a number of power features in its software and hardware, while advanced technologies also have a part to play. Ericsson’s energy management solution is able to reduce energy costs per radio site by up to 15% using AI and machine learning. Laurin is clearly uplifted by the direction the company and his teams are taking. For Managed Services, this means bringing together people, technology and purpose to provide exceptional customer service to CSPs in this new era

of connectivity. While challenges remain around data and eliminating even more reactive work, he is hugely positive about the path forward. “We believe that there’s been a huge change in the last couple of years in the perception of Managed Services, not only by our customers but also even internally,” says Laurin. “The excitement, the energy, the buzz around Managed Services, and optimising these advanced networks of the future, is there. “It’s a very exciting market. Right now, a lot of trends around 5G, IoT, and datadriven operations are happening at the same time, and we believe that we have a unique offering. We believe that we are at the forefront of this market.” ISSUE 32

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MARS’ DIGITAL

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STORY

Since embarking on a digital transformation four years ago, Mars has instilled a culture of user centric design and agile sprint delivery, leveraging Mars’ Digital Engine. Praveen Moturu, VP, Chief Enterprise Architect, talks about its success stories, the importance of innovation and the value of continuous test and learn digital sprints

PROJECT DIRECTOR: Jack Walsh AUTHOR: James Henderson VIDEOGRAPHER: Fraser Harrop

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MARS

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ars’ road to digital transformation began in 2017. Incoming Chief Digital Officer Sandeep Dadlani set in-motion a plan to change the multinational organisation from a consumer packaged goods manufacturer to a broader consumer goods company built on agility, speed and digital movement. The digital roadmap, which endures today, is supported by three main principles: user-centricity, data analytics to solve problems, and scaling solutions with automation, and it’s underpinned by a stated ambition to leverage technology to dramatically increase the speed of progress, known within Mars as ‘100X’. Automation was introduced wherever possible in Mars’ manufacturing facilities and throughout the supply chain to enable 38

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its employees - or Associates as it refers to them - to concentrate on more fulfilling and valuable tasks. Digital twin technology was also implemented to improve asset lifecycles and reliability, while millions of dollars were invested in the digitalisation of its HR and finance functions. Looking at the genesis of the digital transformation, Praveen Moturu, VP, Chief Enterprise Architect at Mars., says: “Three years ago, Mars wanted to grow its business in double digits. It’s a $30 billion company aspiring to be a $60 billion-plus company in the next three to five years. “So, we stepped back and looked at the transformation, really taking a structured approach, where we need digital foundations first to be established to drive the transformation and enable accelerators

MARS

on the top and eventually drive those digital revenues and digital channels for the consumers.” Feeding this digital engine with gamechanging and forward-thinking technologies and solutions is key to ensuring Mars is continually freshening up its product line and improving its systems and processes. With that challenge in mind, Moturu and his team set about creating a culture of innovation through ‘digital transformation sprints’. “As part of our digital transformation we wanted to instill a culture of engagement, and take everyone on board along with us. We recognised that it was equally important

to work on our people, our processes and our platforms and so we wanted to really change the culture and how people thought about digital innovation and digital provocations. That was really the intent of embedding digital transformation sprints into our journey,” he says. In conjunction with a large-scale digital programme, agile working principles were introduced. The particulars of the approach - which is characterised by outputs and goals rather than presenteeism or hours worked - have been practiced for decades. As agile has proven itself an effective method to keep teams

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As part of our digital transformation we wanted to instill a culture of engagement, and take everyone on board along with us” Praveen Moturu

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focused on the products or services they want to launch - while keeping employees fulfilled and motivated - so its popularity has grown in the organisation. A critically important part of that process has been to encourage and enable rapid experimentation and iteration, a system known inside Mars as ‘Test and Learn’. There is a recognition that consumer behaviour and demands are changing rapidly - one of the many trends accelerated by the pandemic. As such speedy experimentation and prototyping - which Moturu refers to as ‘rapid innovation cycles’ - have been implemented. “The Test and Learn approach is about trying the ideas, that you have and combining them with the needs of the consumers or the end users, keeping them engaged in the process from beginning to end,” he says. “We want our teams to take those Northstar opportunities and test them quickly, simulate them and understand which ones will go forward, and which ones are failing fast. We learn from it and reapply the learning to continue the sprints.” There have been a number of these Test and Learns that have gone through the full process, from a single idea to a fully-fledged product or process. Moturu says the approach paid dividends during the pandemic, when harsh lockdown measures meant Mars’ sales teams could no longer visit their customers in-person.

MARS

“It was hard for our teams because they were not physically able to go out to the retailers and sell to them. So, we brainstormed with our sales teams virtually and came up with this idea of creating an application so that the retail stores can put their orders right into the WhatsApp platform. And then those orders are captured in real-time and presented to the sales guys. They’re able to also track the status of the order of their sale. “With that, we really had to prototype fast to produce an end-to-end experience. We were able to get rapid feedback, which allowed us to move forward really quickly. It’s allowed us to disrupt how retail stores

can make their orders and has been rolled out across multiple countries for Mars’ food and pet care businesses - it’s been a really big thing for us.” The impact of the pandemic was felt far and wide, with pet owners - or ‘pet parents’ as they are known within Mars - unable to travel to clinics in the event their animals fell ill or were injured. Understandably, it caused a lot of anxiety for owners who were worried about how they could make sure their pets could be seen. “Those peaks in the pandemic were very tough on pet parents,” says Moturu. “It was something we recognised and so we introduced a prototype concept which ISSUE 32

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focused on virtual care. We were able to use technology that already existed to enable pet parents to have virtual vet visits and consultations. It’s been really successful and has made us think about all of these opportunities around telehealth.” As one of the world’s leading manufacturers of confectionery, Halloween represents one of the year’s major events for Mars. But with much of the world locked down, Halloween 2020 ran the risk of being a washout. Moturu and his team put their heads together to reimagine how Halloween could be celebrated within the confines of the home.

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The result was ‘Treat Town’, a digital platform where users were able to create an account and engage in activities like building and decorating their virtual house, hosting trick-or-treaters. Users were able to purchase virtual candy credits for their Mars brands like M&M’s®, SNICKERS®, TWIX® and SKITTLES®, to give out to trick-or-treaters in their network via their virtual doors. Candy credits could then be exchanged for real candy online or in-store. More than half a million people used the platform and Moturu says the genesis of Treat Town will go on to become an important platform for Mars, with the company

MARS

In Partnership: Cognizant Cognizant has played a key part in the ideation and roll-out of a number of Mars’ successful digital initiatives, while providing key insights and expertise into various industry sectors

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The Test and Learn approach is about trying the ideas, putting the consumer in the centre, keeping them engaged in the process from beginning to end”

looking at how it can roll-out virtual experiences on other significant events, such as Christmas, Easter and Mother’s Day. “That we are looking at other ways we can use this platform really shows the power of Test and Learn experimentation. You learn fast with the experience and work you do with consumers and build 46

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a minimum viable product, which you can then scale and use across the globe and across the organisation. As these digital sprints evolve, it is leading to really monetising their digital products and digital experiences that are being created.” Of course, not every idea will prove to be a home run, but Mars has a clear

MARS

philosophy that if its teams fail, then they “fail fast”, and that, ultimately, all of the work and experimentation carried out will prove to be a net gain for the organisation by learning from the failure and applying continuous improvement sprints. “Digital transformation requires us to be bold and have the right mindset, to think

outside the box and think of new ideas in a really positive way. The process is not something that just happens on its own, this is a continually evolving process, it’s like a marathon of sprints, which means digital sprints are always happening and benefitting Mars’ digital engine. ISSUE 32

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“Where we see the Test and Learns being successful then we can pick them up and drive at scale. Where we don’t see that we make sure we are failing fast and taking the lessons and knowledge into the next cycle of sprints and putting our learnings into actions. We apply all of our successes and failures into how we can shape digital products or services and we believe that as we work, we are addressing the right needs and problems. I’m very positive in terms of most of our digital sprints achieving valuable outcomes for Mars.” When prototyping new products, platforms and services, Mars often partners with its technology partners, with multinational consultancy giant Cognizant playing a key role in the ideations and success of the WhatsApp ordering and telehealth platform to enable pet wonders to liaise with vets remotely. “Cognizant has been a great collaborator in helping us drive our digital sprints and participating in building these prototypes, building this test and learning and bringing some initial investments along with us,” says Moturu.

“One of the key advantages I see with Cognizant is its design studio. It has resources that can visualise, simulate, and also provide prototypes of solutions that can be put in front of the customers, where we can sense-check, test and learn and take the experiences and drive back.” On a wider level, Mars wanted to get a better understanding of what was happening in the broader industry and enlisted the help of Cognizant, a move that has paid off handsomely. “In the last few years, I’ve seen a lot of good collaboration between the two companies,” says Moturu. “But beyond that, I think one of the things that I like most is really the thinking from Cognizant to provide some new ideas to provoke us. “When we define a trend or a problem, Cognizant is able to look at all of the vertical and horizontal industry solutions, look at which of them are most relevant, and decide which case studies or gamechangers they can bring to the table. They have that industry experience and ability

Digital transformation requires us to be bold and have the right mindset, to think outside the box and think of new ideas in a really positive way”

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MARS

In Partnership: Schneider Electric Schneider Electric has helped Mars better understand and optimise its factory operations with its industrial technology stack and data insights

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Make it modern. Make it for the sweet tooth.

Make it for life.

EcoStruxure™ for Industry digitalizes operations for Food and Beverage companies, helping them save energy, drive sustainability, and make everyone feel like kids again.

se.com/ecostruxure

CASE STUDY

We know there are multiple ways to solve problems and these continuous improvements and sprint cycles give us the best chance to create those solutions”

to tell us what is happening across their landscape of work and that experience really helps us when we’re designing new technologies and solutions.” Mars has also used its technology partner ecosystem to digitalise its vast factory network and drive efficiencies across the organisation through its relationship with Schneider Electric. It is a business relationship that spans more than two decades and one that has evolved over time, with Schneider pivoting from a big 52

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grey box manufacturer to a supplier of full technology stacks that are helping Mars better understand and optimise its facilities and derive meaningful data insights from the reams of information it produces. “If you look at most of our manufacturing plants, Schneider is present providing all different types of solutions,” Moturu says. “Schneider Electric has been a strong player, helping us to learn and also collaborate on experiences that really matter in terms of digital factories and digitalising our plants.

MARS

“We are learning and also collaborating on several individual proof of technologies and proof of concepts in terms of Industrial Internet of Things, digital factories, and digital plants, so we are able to truly understand how Schneider has driven their digital transformation, has driven their digital factories, and take those learnings and lessons and put it back into our experience.” The relationship brings together two of the leading global manufacturers and the

two have established a culture of collaboration that has proven to be mutually beneficial, according to Moturu. “Schneider is a great leader in its own space of electrical and digital manufacturing support, while Mars, we are really leaders in our manufacturing processes in manufacturing food and pet food products. Bringing that synergy and experiences together has become really important in how we learn from each other and how we make a difference.” In just a few years, digital sprints has become one of the centrepieces of Mars’ digital transformation approach. Looking ahead Moturu says the organisation must continue to listen to the customers and constantly monitor industry trends, so that it is testing, prototyping and scaling products and technologies that meet the market needs. “The communication with consumers has to be constant so that our work is always looking at game-changers; we have to be addressing areas that we see are really important. We know there are multiple ways to solve problems and these continuous improvements and sprint cycles give us the best chance to create those solutions. “The digital sprints concept is and will continue to be really important for Mars and we want to take everybody on this journey with us.” ISSUE 32

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TRACKING

HYPERAUTOMATION’S

TRAJECTORY

Hyperautomation has been one of the technology trends of the last two years. We speak to UiPath’s Northern Europe Managing Director, Gavin Mee, to talk about the impact of COVID-19, the tech driving hyperautomation and how the market might develop in the next two to three years

INTERVIEW BY: James Henderson

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UIPATH

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yperautomation was pegged as one of the stand-out themes of 2020, did that match up to reality? Well before COVID-19 hit, hyperautomation had already been identified by analysts such as Gartner as a top strategic technology for 2020 and the advent of the pandemic only cemented this into reality. While many organisations had already begun their automation journey before COVID-19, the pandemic undoubtedly accelerated the adoption of the technology. Businesses had to adapt to new conditions almost overnight as employees were expected to work from home, all while unfavourable economic 56

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conditions impacted operations and a huge rise in workloads appeared in areas such as customer service and data entry. Many turned to automation for help. For example, we saw airlines using automation to manage huge spikes in flight cancellations, hospitals deploying software robots to report COVID cases and other firms utilising the technology to digitalise processes like invoicing to reduce the need for employees to attend the office. This huge rise in demand meant that not only did the predictions for hyperautomation made at the end of 2019 measure up to reality, but it also surpassed the expectations.

UIPATH

How have you seen hyperautomation develop in 2021? Throughout this year we have continued to see new and innovative uses of hyperautomation emerge. As hyperautomation is the application of Robotic Process Automation (RPA) alongside complementary technologies such as AI and Machine Learning (ML), businesses can utilise this integration to reach additional, often more niche, processes. For example, a national postage service that we work with is rolling out robots into its HR departments which utilise intelligent optical character recognition, speech recognition capabilities and chatbots. This will support the recruitment of tens of thousands of seasonal staff to handle a spike in demand throughout the festive period. As hyperautomation continues to develop at the end of this year and beyond, we only expect to see additional technologies being integrated into RPA robots and as result, new and innovative applications of automation emerge.

While many organisations had already begun their automation journey before COVID-19, the pandemic undoubtedly accelerated the adoption of the technology” Gavin Mee

What has been the catalyst for this momentum, has there been a convergence of technologies, for example? The catalyst for much of this growth has been proven success. In comparison to other disruptive technologies, hyperautomation offers a low time to value. Software robots can be created and ISSUE 32

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deployed in a matter of days or weeks, particularly with simpler automations, and can immediately get to work with reducing the administrative burden. As a result, stakeholders can get on board relatively quickly and as such momentum can pick up. This is not to say there aren’t certain barriers that must be handled with care. Employees from all facets of an organisation must be offered the necessary training and education for friction to be avoided. People must understand that hyperautomation isn’t here to take their jobs, but instead to make their lives easier. It is with this proper investment into education, that the momentum of hyperautomation adoption can continue successfully at pace. And in turn, which technologies are hyperautomation driving? I.e. digital twins The growing popularity of hyperautomation is pushing the low-code technology market forward. According to Gartner, the low-code development technologies market is expected to have grown 23.2% year on year by the end of 2021. This is in part due to the influx of tools and rising demand for hyperautomation, including UiPath’s own end-to-end hyperautomation platform. These low-code platforms serve to 58

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democratise technology, and in the case of hyperautomation, encourage citizen developers from all departments to create and deploy their own software robots. How much of a leap is hyperautomation compared with standard RPA and what are the main benefits to enterprises? Hyperautomation expands RPA’s capabilities with the addition of AI, ML, process mining and other advanced tools. While RPA alone can be used to automate rule-based, repetitive tasks, the addition of complementary technologies expands the reach of automation to additional processes. Take invoicing as an example. An RPA robot can read structured data within an invoice, extract the information, and process it as required. However, if AI is introduced, the robot could read and understand unstructured data sources such as a handwritten note or a scanned invoice and process as required. The technologies work together to automate a greater number of workflows than RPA software could touch alone, including complex tasks that may require exception processing and human intervention. This ultimately results in saving an enterprise time and money all while handing employees back more time in their day.

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Why should enterprises invest significant funds in hyperautomation technology? Where are they likely to see the main benefits? The benefits of hyperautomation are far reaching. Software robots are designed to handle data-intensive tasks with ease; they can read, extract and process huge swathes of information in a fraction of the time that an employee can. What’s more, they can work around the clock without fatigue, meaning that data can often be processed in real time, 24/7. Furthermore, by nature software robots 60

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do not fall victim to human error. They are designed to follow the same steps every time and as such integrating hyperautomation into processes often makes them more accurate. However, arguably the most important benefit is that employees are handed back time in their day to do value-added work that counts. Rather than sifting through documents and data, robots can do this behind the scenes, presenting the information to employees as and when it is needed. This allows employees to focus on work that requires ingenuity and skill.

UIPATH

What are some of the main hyperautomation activities taking place at UiPath currently? The UiPath end-to-end automation platform is designed to support the fully automated enterprise. A fully automated enterprise is a company that uses automation to its fullest potential; a company that embraces digital transformation to deliver better service from more engaged employees at a lower cost. Our platform allows organisations to easily: • Discover automation opportunities using AI and their own employees’ input; • Build automations – from the simple to the most complex; • Manage, deploy, and optimise automations at enterprise scale; • Run automations that work with their unique applications and data; and • Engage people and robots for seamless process collaboration. As we look forward, we will continue to identify opportunities to help organisations get even greater value from their automations. One opportunity we are focused on is the rise of semantic automation. Semantic automation takes human emulation to the next level by teaching robots how to derive meaning from underlying data and systems. With semantic automation, people

Hyperautomation expands RPA’s capabilities with the addition of AI, ML, process mining and other advanced tools”

don’t need to tell the robot how to complete a task; just that they have to do it. Robots learn from what they see on the screen beyond just a data field but following the actual actions of the human user, especially over repetitive workflows. With semantic automation, organisations will be able to create automations more easily, facilitate more use cases, and simplify automation creation for everyone. This will all help to support the fully automated enterprise and unleash the productivity and innovation potential automation presents. ISSUE 32

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Which sectors of enterprise does UiPath believe have the greatest potential to benefit from hyperautomation? As every sector has data-intensive and repetitive tasks, hyperautomation can benefit all industries by reducing administrative strains. Currently, the leading sectors include finance and banking, insurance, healthcare, telecoms, manufacturing, retail, and the public sector. In banking for example, hyperautomation is being used to assist representatives with a flood of inquiries regarding the Payroll Protection Program. In healthcare, hyperautomation is assisting with inventory management through realtime reporting and analytics based on previous needs and demands. All while in retail, the technology is being used within hiring and training.

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The hyperautomation market is a competitive one, where does UiPath see its place? At UiPath we believe that embracing hyperautomation will allow a business to ultimately become a fully automated enterprise. We are working to support our customers on this journey to full automation, where everything that can be automated is automated and as such employees will be completely freed from repetitive admin. It’s this vision that is driving us to create new products and solutions to help our customers reach as many processes as possible, all while ensuring their employees receive the correct training and support required for a successful automation programme.

UIPATH

With semantic automation, organisations will be able to create automations more easily, facilitate more use cases, and simplify automation creation for everyone”

How does UiPath foresee the hyperautomation market growing over the next two to three years? The hyperautomation market is only expected to continue its fast-growing trajectory. International Data Corporation has predicted that by 2024, 50% of knowledge workers will regularly interact with their own AI-enhanced robot assistant. We believe that within this growth, there will be the ever-increasing potential to deploy unattended software robots. These

bots can utilise AI and complementary technologies to work in the background without the need for human supervision. This will help to further streamline operations and provide employees with more time in their day to focus on the work that requires ingenuity and skill. In the next few years, we expect to continue to see new tools and technologies combine within hyperautomation, working to improve employee and customer satisfaction and business efficiency simultaneously. ISSUE 32

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E. Wedel is Poland’s most famous chocolate brand. Owned by LOTTE Wedel, this year marks its 170th anniversary. While celebrating an illustrious past, it’s also looking to the future. We spoke to them about a digital transformation that has married its traditions with modernity and afforded them unprecedented growth PROJECT DIRECTOR: Jack Walsh AUTHOR: Daniel Brigham VIDEOGRAPHER: Fraser Harrop

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ave you ever been to a chocolate factory? They may not be quite as fantastical as Willy Wonka’s, but there is a real magic to them. First, the smell: the unmistakable scent of cocoa beans takes you straight back to childhood. Then there are the production lines, glistening with thousands of chocolates of all shapes and sizes. It’s both luxurious and playful, nostalgic and contemporary. Since 1851, E. Wedel has been providing these tantalising smells and senses to Warsaw. Poland’s oldest chocolate brand, Wedel is celebrating its 170th birthday this year. In that time, it has established itself as one of the world’s finest chocolatiers, with its products available across the five continents. 66

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There is always a defining feature among well-known brands that have longevity at their core: constantly transforming while maintaining its traditions. Wedel is no different. It is currently going through a digital transformation of its supply chains as it looks to expand its markets even further, embracing robotisation while also ensuring it loses none of its emphasis on product quality. Throw in a holistic sustainability drive, and Wedel is very much embracing the future while also maintaining its 170-year traditions of using the finest ingredients to create its well-loved chocolates. Wedel’s COO, Slawomir Kluszczynski, is responsible for co-ordinating the company’s supply chain activities. He is evangelical about both Wedel’s traditions, and its future.

LOTTE WEDEL

“We have 1,300 people passionate about chocolate at Wedel,” he tells Digital Bulletin. “People who invent chocolate, who taste chocolate, who are masters of chocolate. Our team has energy, has spirit, and is challenging the status quo. That ethos comes from our founders, 170 years ago – the Wedel family – and carries on to today. “It’s a great heritage, and this great heritage is very much combined with innovation and modernity.” The dynamic transformation started in 2018. One of the six main pillars of Wedel’s commercial strategy, the reshaping of the supply chain was a reaction to Wedel’s

rapid growth: the company simply needed more capacity to sustain the level of growth it was going through. At its heart was – and continues to be – increased efficiency through automation and digitalisation. Alongside that goal sat two others: empowering the workforce, and embracing sustainability. The robotisation of old and new lines has had a significant impact on capacity, and Wedel has fully embraced it. “I call robotisation a very wise approach because we do it gradually,” says Kluszczynski. “We choose the most efficient areas for robotisation, especially in the factory, but also elsewhere. And then we take care of our

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We have 1,300 people passionate about chocolate at Wedel. Our team has energy, has spirit, and is challenging the status quo. That ethos comes from our founders, 170 years ago. This great heritage is very much combined with innovation and modernity” Slawomir Kluszczynski

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people by moving them out of certain jobs. That doesn’t mean we are reducing the jobs, we are taking care of it in such a way that people can be moved to other more skilled roles.” Packaging thousands of chocolates can be complex work. In order to be innovative with robotisation, Wedel partnered with ATP – a Spanish company specialising in robotic packaging machines. Wedel had already worked with ATP on a couple of important projects, so when it came to choosing the partner to help reinvent its supply lines, it turned again to ATP. Wedel knew that ATP possessed two vital factors: innovation and trustworthiness. “We chose them as our partner because they can be innovative, they can be quick, they can be flexible to our specification, they can deliver reliable solutions, and they have an excellent track record,” says Kluszczynski. “We got what we expected, especially last year when we implemented robots in our second line, which was faster with a bigger output. “We could rely on them even during the pandemic, because last year it was very hard but we didn’t stop – the product was continually developed. They’re a reliable partner, an experienced partner, and they also have a good knowledge. I’m very happy with ATP as our partner and the qualities that they deliver is always appreciated.”

LOTTE WEDEL

The digital transformation is a continuous process at Wedel. Kluszczynski is a big believer in the Kaizen method. To achieve large growth, the Kaizen methodology preaches relentless incremental positive changes. For Kluszczynski, this means continuously assessing results of each strategic task, checking it against Wedel’s goals and any changes to the market, and then instigating improvements. If there are mistakes or errors, that is accepted: it is all part of Wedel’s open culture. Kluszczynski calls this way of working a “continuous rolling wheel of change”, and at the forefront of these changes is always one thing: the quality of Wedel’s products. Retaining the quality of product while simultaneously increasing the robotisation

of the supply lines required a thoughtful reimagining of the processes. Wedel put in place a training project for each production unit, with the training refreshed annually to keep pace with the increasing use of new tools. Before any IT changes are instigated, a group of ‘super users’ are assembled to ensure the quality of product is maintained. When that is ticked off, the training is pushed out to wider teams. The person tasked with maintaining Wedel’s famously high standards is Quality Manager Magdalena Nowicka. She has worked with Wedel for 27 years, and says it is an “honour” to be part of its 170-year history. It soon becomes clear that her passion is not just chocolate, but quality chocolate. ISSUE 32

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“Quality is priority number one at LOTTE comes to quality, Wedel very much walks Wedel,” she says. “We are constantly the walk. changing to bring joy to us and our clients, “One of Wedel’s values is ‘I provide and we are very proud to continue our quality’,” says Nowicka. “And of course it Wedel founders’ philosophy, which was is present in everyday working. From 170 that the most important area of the market years ago to now, the company continues is the customer. And of course to use the top-quality raw materials, quality is a big important factor to like cocoa beans from Ghana, gain customer loyalty. and high-quality products and “In my opinion food safety are the people are the key top priority at every part in quality. And stage of the producwe have a quality tion process. We just culture and a food continue Wedel’s safety culture in family approach place, implemented from 170 years ago.” and developed for Kluszczynski many years.” agrees that the key to As well as people making sure Wedel’s taking their jobs to chocolates are as create world-class popular, and as chocolate seriously, celebrated, as ever is new tools and keeping its traditions increasing automaof high-class chocotion means that food late making, but also Slawomir hygiene has never been a following consumer trends. Kluszczynski more exact science. Wedel’s “We look constantly what our approach is to have even consumers need, and what stricter standards than required by law, and will be beneficial to our customers,” he says. new technologies have allowed Wedel to “First of all they will get a product which easily check for pathogens, and analytical is more environmentally friendly, which is analysis on-line. The company has built more up to date, which is more modern, but three modern laboratories - microbioat the same time we are making sure that logical, analytical and sensory – to ensure it’s a product which delivers the traditional the very highest food standards. When it values of Wedel.”

We are an ambitious company. We are a company that is looking to be a leader; whether this will be in five or 10 years, there is no doubt we will be the leader in the chocolate market”

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HARD WORK CREATIVITY EXPERIENCE COMMITMENT We chose ATP Engineering & Packaging as our partner because they can be innovative, quick and flexible to our specification. They can deliver reliable solutions, and they have an excellent track record. We know we can count on partners like ATP to help us develop our future.

Slawomir Kluszczynski - COO at LOTTE Wedel

We believe that LOTTE Wedel sees our company as a trustworthy partner, capable of making real any new challenge that LOTTE Wedel customers’ demand. We work as a single team, we work shoulder to shoulder and side by side to reach the mutual goals we have. Today, we can proudly say that for us, LOTTE Wedel is a symbol of both personal and professional growth.

Malgorzata Mika Branch Manager at ATP Engineering & Packaging

Contact ATP

Poland branch: sprzedaz@atp-packaging.com Global HQ: sales@atp-packaging.com

atp-packaging.com

CASE STUDY

A sustainable culture is part of Wedel DNA. We believe it’s how you act every day and how you do business. It’s how you plan the development of the company, how you use raw materials, how you use packaging, how you treat your customers” Aleksandra Kusz vel Sobczuk

The importance of quality isn’t the only thing that drives Kluszczynski. He is as equally passionate about sustainability, and repeatedly comes back to his pride that Wedel’s Warsaw factory is fully powered by energy from natural resources. There is also a zero waste policy, with all materials segregated. “A sustainable culture is part of Wedel DNA,” says Aleksandra Kusz vel Sobczuk, Wedel’s Corporate Communications Manager. In dialogue with stakeholders, she co-created the company’s CSR 74

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strategy which aligns with the United Nations’ sustainable development goals. “The thing that I don’t like is treating CSR like it’s only a PR tool,” she says. “We believe it’s how you act every day and how you do business. It’s how you plan the development of the company, how you use raw materials, how you use packaging, how you treat your customers. So this is a part of every single process. “We really believe in green energy and we first tried to educate our people about ecology and it’s our daily work to educate.

LOTTE WEDEL

working with local communities to give back and to create a better environment. “We have partnered with some NGOs for many years, and these are some educational projects, we engage them in our internal activities,” says Kusz vel Sobczuk. “I think this long-term cooperation shows that it works for both sides and it is beneficial for us and them. “We also engage our employees in sustainability. We always put people in the centre, and we say that our receipt for success is the people. Every employee has a mission of doing something good - and the company gives them the opportunity to realise this dream of making a better world. I think this engagement, which year by year is starting to increase, is the best proof that everything we do we do properly.”

And the thing that made it real, this idea of being more ecological, was, for example, the decision to change our energy to green energy that comes from wind farms. That’s when everyone could see how truly committed to it we are.” With the factory based in the city centre, Wedel has initiated projects to ensure that the beautiful environment around the factory is as green as possible, and has even introduced beehives onto the rooftop. Wedel’s commitment to sustainability isn’t new, however. It has a long history of

Aleksandra Kusz vel Sobczuk

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This engagement with employees has extended to Wedel’s 170th birthday celebrations, with a year-long programme to help get them get more active for charity, such as collecting kilometers, sharing good deeds, or participating in voluntary programmes at Wedel’s Academy. Externally, Wedel has also produced special products for the anniversary, including Ptasie Mleczko® Dark. As proud as Kluszczynski is that Wedel is 76

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very much standing strong after 170 years, he is also very much focused on the future. The pandemic accelerated innovation in effective communication tools among employees, and it also increased opportunities in e-commerce. The company’s growth has meant that Wedel’s factory has been expanded to include three new, modern supply lines. It is an exciting time to be working at Wedel, with the 170-year-old company looking to become an even more

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familiar name globally than it has ever been. “We will have new arrangements, and a new logistics flow in the factory,” says Kluszczynski. “We will also have a big centre for logistics, robotisation of the palletisation and making the flow of goods directly for the lines. That’s one part for the short-term future. It is all part of unleashing our potential of the further growth for the next five to seven years, and that is strategically important for us.”

Kluszczynski is coy when talking about new markets, but it is no secret that Wedel are looking to take advantage of its growth by expanding into more territories: “I may say all of our export partners which we have will be happy that we can deliver more products to them! We would like to be present, very much present, in different markets. We will use our strengths in some markets where Polish people are, but also discover new markets.” ISSUE 32

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LOTTE WEDEL

Quality is priority number one at LOTTE Wedel. In my opinion people are the key part in quality. And we have a quality culture and a food safety culture in place, implemented and developed for many years” Magdalena Nowicka

He says they’re also looking to broaden their appeal among the younger generation, once again marrying Wedel’s traditional appeal with a modern outlook. It is an approach that has served the company successfully not just since the start of the transformation process, but since it was born 170 years ago. “We are an ambitious company,” says Kluszczynski. “We are a company that is looking to be a leader; whether this will be in five or 10 years, there is no doubt we will be the leader in the chocolate market. “We want to be trace neutral in the environment also, and we would like to definitely remain a company with an exceptional atmosphere for our people; that they want to stay with us, that they want to work for us, that they can’t imagine any better place to spend their professional life. “We want to be the best.” ISSUE 32

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OPTIMISING HYBRID WORKING Four industry experts weigh-in on this month’s big question: “What will be the main consideration for CIOs and CTOs in the hybrid workplace?”

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Blend man and machine

Annee Bayeux

Chief Learning Strategist at Degreed

Make no mistake, the robots are coming. But far from taking our jobs, they are more likely to become part of the team, doing the mundane, manual work and freeing humans up for more strategic and creative activities. This trend was accelerated thanks to the COVID-19 pandemic with automation and robotics international trade rising in 2020 as many businesses invested in solutions to improve efficiency and keep workers safe. Technology adoption in 2020 was 25 times faster than pre-Covid. Many of these changes will remain permanent, which poses a new challenge for business leaders: how can they ensure they have the right mix of man and machine in their teams? Working in a hybrid team will be a new experience for many humans. For some, it’ll prove disorientating and managers will have to step up to reassure their human team members that their careers are safe and valued. Indeed, 37% of UK employees are concerned that automation will make their jobs worse. In the US, 67% of tech workers fear their jobs will be lost to AI. The first priority for leaders,

therefore, is to ensure that nobody feels sidelined by their new robot colleagues and that their work (and satisfaction) improves through automation. The next task is to ensure the right team is built. Focusing on the business and project goals will help achieve this. Look at what success looks like, then shape your people and automation strategy based on this. A skill-based approach will help you place people where they are needed most. Break projects down into tasks that can be allocated either to a man or machine. Look at who or what can do what task in the best way (quality, timing and cost-wise). The optimum team mix will soon become clear. Upskilling will also play a key role. All workers in the future will need a basic level of digital and data skills to work effectively with AI, robotics, and automation. They need to make informed decisions about implementing AI, acting on an algorithm’s recommendation, and more. There can’t be a black box when it comes to learning digital skills. Everyone must be empowered to work in our machine-driven future. ISSUE 32

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Shift to multi-cloud Sascha Giese Head Geek at SolarWinds

Organisations have been migrating from on-prem to the cloud for years, adopting a hybrid approach that helps them achieve more agile operations and really get the most out of their software, applications, and data. Then COVID-19 came along. The global pandemic solidified a trend that was already proving increasingly popular, with even more organisations embracing hybrid IT solutions to deliver smoother-running operations, regardless of the societal and political landscape. With cloud providers offering a wide array of services, however, choosing a single solution isn’t necessarily the right answer for your business. IT professionals should be looking towards hybrid IT in 2021 and asking whether multi-cloud could prove a worthy investment for your organisation, your employees, and your customers. Sure, there are challenges when it comes to multi-cloud; it can be expensive, complex, and - if done badly - confusing, but overall, the benefits are clear cut. 82

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Multi-cloud offers more flexibility, a greater array of services, and better reliability to cost-performance optimisation. That’s not to say your organisation should automatically embrace multicloud - it may not be the best solution for your business - but it should definitely be something IT professionals are considering, assessing their organisations’ needs and current infrastructure to determine the best approach.

IT professionals should be looking towards hybrid IT in 2021 and asking whether multi-cloud could prove a worthy investment for your organisation”

DEBATE

Start with security Michael Paye CTO at Netwrix

The hybrid workplace offers tremendous opportunities for both employees being empowered to work how they want and employers benefitting from cost savings when reducing total office space – however, this change is not without risk. For me, the key considerations as a technical manager break down into engagement and security. While more challenging, it’s both possible and important to foster good team relationships and communication – building a supportive and collaborative environment to ensure that employees still feel part of a team. Without efforts in these areas many employees will feel disengaged which will undoubtedly lead to increased attrition and lower output. Crucial to the long-term viability and success of the business are the deployed security controls and policies. We’ve already seen the impact that the hybrid workplace has on such attacks as phishing due to the increased difficulties when working at home: distractions, lack of team-mate support, insecure devices, and more.

It’s important to understand what gaps there are in existing controls and what controls simply don’t work for the hybrid workplace – reviewing and revising those controls regularly to ensure that they are keeping up with the changes in the business. Many of the technical considerations are the same within a hybrid workplace – patching systems, employee training, consistent anti-virus/malware coverage, backup policies. They are, however, more important than ever. ISSUE 32

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Location tech is critical Jaroslav Barton Director Product Marketing, Global Regions, HID Global

Security and safety look different now. Organisations are responding to the current health concerns of the pandemic and designing robust systems to withstand future health and environmental crises. One of the realities of getting back to the workplace is that CIOs and tech leaders are going to have to work with the facilities side of the business around how they enable employees to come back safely and, just as importantly, that they feel safe back onsite. Physical access is a prime area of interest. Crowded entrances, lifts and shared working spaces are a threat to safe social distancing and towards people feeling comfortable being onsite. Likewise, some security processes, such as issuing visitor passes in reception areas, have always relied on face-to-face contact. In the hybrid workplace of the future, different people will need the office at different times. Some of the biggest challenges organisations face today are the needs to keep a watchful eye on occu84

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pancy levels, contact tracing, physical distancing procedures and improved hygiene to ensure a safe workplace. Real-time location services technology is playing a key role in automating how organisations monitor people’s proximity to others and measure localised density in real time. It is also dramatically simplifying contract tracing by enabling detailed and automated record-keeping of where an employee has been in a building, with whom they interacted, and even if they have been complying with disinfecting requirements such as the usage of hand sanitation stations, for example. This is where building managers and CIOs can work together to implement Mobile Access control and roll out new technology solutions and policies across the organisation that can support social distancing and provide movement tracking. A mobile-first approach to access security fits into the broader picture of a post-pandemic pivot to an app-centric workplace that connects users to an ecosystem of data-driven services. By making the smartphone the centre

DEBATE

A mobile-first approach to access security fits into the broader picture of a post-pandemic pivot to an app-centric workplace that connects users to an ecosystem of datadriven services”

of an office access-control system, your company can give employees the convenience they crave on a secure, standards-based platform that makes it easy to know who’s accessing which areas when. Mobile access provides a stronger, safer and more convenient alternative. Most mobile devices rely on two-step identity recognition – be it through pin

code, fingerprint or face – which creates a strong basis for authorisation. What’s more, an individual is likely to be much more careful with their smart phone – an expensive device they take everywhere and rely on for many everyday activities – than a single-use smart card or fob. The recent surge in the ‘Pingdemic’ is evidence that this area is crucial in helping businesses to remain open. ISSUE 32

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CHIPPING IN FOR 5G Pascal Lemasson, Head of Business Development, Europe, at MediaTek speaks to Digital Bulletin about Taiwan’s response to the semiconductor crisis and the importance of democratising access to 5G technologies

AUTHOR: Beatriz Valero de Urquía

s the global semiconductor crisis draws out, the eyes of the world’s tech giants are set on an island off the coast of south-easter China: Taiwan. Taiwan currently accounts for half of the world’s production of chips and produces 90% of the most advanced microchips, the demand for which has soared over the past year. COVID-19 outbreaks, US sanctions on Chinese technology and the worst drought that

the island has seen in the last 50 years, have only worsened the situation, which is reaching a critical point. According to predictions from Intel, the worst of the global chip shortage is yet to come, and it could be a year or two until supply catches up with demand. However, its effects have already become obvious. The chip shortage has forced automakers to reduce their productions, with Nissan making 500,000 fewer vehicles this year

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and General Motors having to interrupt its pickup truck production. Even giants such as Apple and Samsung are feeling the effects of the crisis, and have had to delay the launch of their newest models to ensure that the demand could be met. From cars to computers or even home appliances, there are over 100 billion chips in use today. And with the advent of 5G, demand will only soar in the coming years. Pascal Lemasson, Head of Business Development, Europe, at chipmaker MediaTek speaks to Digital Bulletin about the impact of the crisis on the sector, and the importance of democratising access to 5G. “The mission statement of MediaTek as a company is to bring the leading

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technology to everywhere and to most people, and we’ve been doing that now as a company for more than 20 years,” he says. As the eighth largest semiconductor manufacturer worldwide, MediaTek is no newcomer in the sector. Taiwan’s second-largest company creates system-on-chip chips and develops the hardware IP, low-level software and systems that customers then use in their products. Historically, MediaTek is known for its leadership of the smart TV market, but it has over the past few months been expanding its focus to include other technologies, particularly smartphones and 5G equipment. In 2020, it was crowned the number one

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chipmaker in smartphone market share, a position previously held by San Francisco-based Qualcomm but also one that has been put at risk by the semiconductor shortage. “Like many other companies, MediaTek is working to manage ongoing supply constraints,” Lemasson says. “It’s an industry-wide issue.” In contrast to other chipmakers, MediaTek has held its leadership position over the last year, and it has managed to continue to supply significant upside for customers. Back in April, Lightread reported that the company was not concerned about the chip shortage and did not expect it to affect its shipments of chips to phone makers or its 5G devices. However, MediaTek has recently admitted to failing to meet all customer demand and is taking action to address the issue. “We are working closely with our foundry partners and customers to find solutions and adjust to current supply limitations until the supply chain catches up to demands,” Lemasson says. One of the reasons behind the semiconductor shortage is the rising demand for 5G products. During the chip crisis, MediaTek’s Dimensity 5G chipsets have proven to be worthy alternatives to the more popular Qualcomm’s 5G chipsets. After being deemed as the number one cell phone chip provider in Asia, the Middle East and South America,

Like many other companies, MediaTek is working to manage ongoing supply constraints. It’s an industry-wide issue” Pascal Lemasson

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the company has set its sights on new horizons: Europe and the US. “Regarding 5G specifically, last year we had a great year,” Lemasson says. “It was the first year where 5G was deployed massively, and we actually shipped close to 50 million units of 5G platforms overall, which is really significant. And that helped to grow our market share and our revenue.” When it comes to 5G, MediaTek serves the smartphone market from two different angles. On one hand, the company focuses on ensuring affordable pricing that targets the mass market. On the other, MediaTek has also developed a premium line of chips, with models like the Dimensity 1000 or 1200, which have been used by top brands such as Xiaoming and Oppo. “Why 5G?” Lemasson asks. “That’s a key question. I don’t think there is only one answer. But first of all, it just goes faster. It also has higher throughput and a much lower latency. And this lower latency is useful for gaming, for example, but also for new applications such as smart factories. Another advantage is that the consumers are expecting more and more data throughput, and they are using more and more data. So, from this angle, 5G brings a more efficient way to transmit data and use less power. “Another advantage is that, within a cell base station, 5G brings on more 90

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possibilities to connect numerous devices. From this angle, 4G has some limitations but with 5G, you can use the same antenna to connect many more devices. And, of course, there is a migration towards what is called a standalone idea, which would mean that the full network, including the core network, is controlled by 5G, enabling new services for smart factories or smart cities.” However, until the 5G standalone networks can become a reality, MediaTek

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is also developing products for hybrid networks that combine both 4G and 5G technology. Alongside Ericsson, the company has successfully completed several rounds of 4G/5G dynamic spectrum-sharing joint test. The proof of concept test demonstrated the technology’s readiness for commercial deployment, enabling the deployment of 5G coverage without having to wait for low band re-farming. It is also much more efficient in both cost and power use.

“Standalone is the way 5G started in China first from day one,” Lemasson says. “But for other regions, like the US and Europe, it is kind of a second step for many operators, as they deploy 5G. And this is important as a technology provider, that you’re able to test and demonstrate the end to end capabilities of this standalone deployment. So we’ve done that with several infrastructure vendors. And this announcement with Ericsson actually shows that we ISSUE 32

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are able to demonstrate these types of capabilities and that we are ready for these deployments. “And this partnership also demonstrates another thing, which is MediaTek’s expansion. MediaTek started a little over 20 years ago with many customers and partners in Asia. But for many years now, MediaTek has fostered global partnerships with industry leaders in the US or in Europe as well. And when we deploy very 92

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advanced technology, we do that together with some global technology leaders.” Included within these new technologies is MediaTek’s involvement in IoT satellite connections. The company has conducted the world’s first public test of 5G satellites for IoT connections with MSL. The challenge of this technology is to connect multiple, or even millions of objects with ultra-low-power consumption networks.

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“This is part of the 5G deployment but also an evolution of the previous cellular IoT technology,” Lemasson says. “So you’re using the same networks as the networks used by smartphones. But here, what we have demonstrated and tested is that MediaTek products and technology are ready to connect using the same standard in the IoT part of the 5G through satellite connectivity. We successfully demonstrated that proof of concept so that, when Inmarsat and or other operators need to deploy these services, our products will be ready.” As it becomes clear, MediaTek is not afraid of innovation. In addition to its research in the smartphone sector, the company is also bringing 5G to PCs, in a collaborative project with Intel and is exploring the fixed wireless access segment through customer premises equipment, and bringing 5G to factory 4.0 transformation projects. MediaTek is also developing a new solution called carrier aggregation, which will allow operators to use different frequency bands with the same device. This feature is available not only with 5G networks, but also with hybrid networks and in sub-6 and millimetre wave frequencies. By allowing customers to leverage several different frequency bands, the end result is improved coverage.

5G is a great opportunity to give access to super high-speed internet connectivity, where the fibre cannot be deployed easily; and so we see a lot of momentum on this” “5G is a great opportunity to give access to super high-speed internet connectivity, where the fibre cannot be deployed easily; and so we see a lot of momentum on this,” Lemasson says. “One thing that is really specific to MediaTek’s 5G modems is that we’re using AI to optimise the power consumption of the modem itself. As a result, our 5G is 25 to 35% more power-efficient than our competitors. And this is very important because, as we are moving to higher and higher throughputs, one of the biggest challenges are the thermal issues, and power consumption becomes really the middle of the battlefield. So we’re ISSUE 32

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bringing in interesting technology leveraging AI to improve that, and to realise that.” When it comes to the future, MediaTek’s strategy is clear: innovate and explore. As Lemasson explains, the company is eager to explore new segments and markets, from satellite connections to new types of home connectivity solutions. From using keyboards, to 94

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touch screens and now, voice systems, the relationship between people and devices is ever-changing. Looking at the future, Lemasson sees more connectivity between different devices, and more intelligent products, that will be able to interact with people more and more naturally, as well as learn from them and seamlessly adapt to their needs.

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“As we move forward, the boundaries between one technology and another are actually disappearing,” Lemasson says. “We have seen that already, cellular networks coexist very well with Wi-Fi. All the connected devices within your home are connected seamlessly with mobile devices or nomadic devices. So all these buyers, all these silos will disappear moving forward. And that means that all

this technology must coexist and for the benefit of the end-user.” COVID-19, regulatory barriers and natural disasters have been some of the challenges that the semiconductor sector has had to face over the last year. However, the biggest challenge of all is ever-present: to be always at the forefront of technological innovation, and be able to not only survive, but thrive during these crises. ISSUE 32

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A life in tech HelpSystems’ CEO, Kate Bolseth, is considered to be one of the industry’s top data security leaders. Here, she tells Digital Bulletin about her passion for IT, problem solving and how she motivates herself to compete in triathlons

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KATE BOLSETH

y father was an engineer, and my mother had a career in psychology, so I like to think that both had an equally positive influence on my career.

ciple still applies that if you listen to customers, understand common problems and provide solutions, you can actually change businesses and enable critical growth.

Although my primary areas of study at college included psychology, sociology and anthropology, I have always had a very analytical problem-solving mindset and remember from as early as the age of five working with my father in the basement fixing motherboards.

My advice to females looking to start off in the technology industry would be to be bold and have fun. It was difficult to find positive female role models in the past but that isn’t the case today. The industry now has a lot more female leaders, so I’d advise young women starting their career in the industry to find a mentor and not be afraid to ask questions.

This mindset has proven to be invaluable in my career and given me an innate desire to solve problems through technology. When I think about the technology industry, a lot has changed and yet a lot remains the same. Businesses need technology to operate and collaborate effectively and securely and the complexity of those requirements has grown exponentially over the years. In keeping with this challenge, the way in which we solve these issues has accelerated and improved over the past 20 years and even more so in the last 12 months. In terms of what has remained constant, the fundamental prin-

I have been incredibly blessed with mentors and role models from an early age, but one that stands out is Chris Heim, the former CEO at HelpSystems and current Chairman of the Board. He gave me my very first role when he hired me as an intern straight out of college.

My advice to females looking to start off in the technology industry would be to be bold and have fun” ISSUE 32

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He threw me in at the deep end and gave me responsibilities that really shouldn’t be bestowed onto a 22-yearold. However, through this method he really taught me to focus on working hard and be results-orientated, and he would reiterate that through this I would be recognised and rewarded in the end – he was right! In my experience, I would say that being a woman in this profession comes with extra challenges you have to overcome, and this was particularly apparent in the early years. In the late 90s I was responsible for developing the product line for an organisation in the manufacturing and supply chain environment which involved a lot of presenting in front of men. I’d often hear comments like “wow, you’re pretty smart for a lady”. So, there were always additional challenges for me to prove my competence and there was pressure to achieve even greater results than my peers in order to get the deserved recognition. But for me these comments and challenges never came from the people that mattered, so I’d always encourage women coming into the industry to never let the opinions of others impact your vision of yourself. Never let that create selfdoubt in your own ability. 98

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When I’m preparing for triathlons my favourite song is ‘Eye of the Tiger!’ It gets me motivated every time” A combination of culture and the technology was what really attracted me to my current role at HelpSystems. I think it’s critically important that there is alignment in operating principles and core values and at HelpSystems the philanthropic nature of the people is considerable and rare. From a technology perspective, I like that we are creating solutions that make people’s lives and IT better. As an organisation, we want to remain true to our mantra and “grow at speed with grace.’ It’s a standard most organisations don’t hold themselves to and if we can accomplish this it would be extraordinary. I’d say the pace of change and the sheer prevalence of data these days makes it incredibly difficult to remain current with your security posture. There has been an explosion of consumer data available to businesses and this shows no sign of abating, so it’s imper-

KATE BOLSETH

ative that organisations ensure their sensitive data is safe and secure and that no matter where it is stored or moved, threats are minimised and the organisation remains compliant. Our key goal at HelpSystems is to build on our company mantra and focus on helping exceptional organisations build a better IT. To enable us to make good on that, a big play for us in 2021 is to offer our customers and partners a suite of best-in-class solutions that make security simpler and more effective and consolidate and automate IT infrastructure.

I am an extraordinarily private person and an enormous introvert. I don’t like to be the centre of attention, I prefer to be in the background, part of the team. Therefore, I have to really push up my extrovert side every day at work. Hence, in my private life, instead of large gatherings and social events I prefer to undertake lots of running and bike rides and the occasional triathlon. When I’m preparing for triathlons my favourite song is ‘Eye of the Tiger!’ It gets me motivated every time. ISSUE 32

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Simon Jack, Co-founder and Chief Design Officer at Nebuli, looks at why organisations should seek to understand customer behaviours before implementing new ideas and products

hile most people accept that change leads to growth, many of us still resist it. The problem is that change is often uncomfortable, disrupts routines and induces a fear of failure, which means that human beings want to stick with the status quo. Take the workplace, for example. A study of 1,000 workers in the US found that more than 80% would prefer that their job responsibilities remained the same, despite the obvious link between new responsibilities and career advancement. Furthermore, 57% said that change does not make them happier at work. 100

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Understanding why we respond in certain ways to changes has major implications for tech- and innovation-driven entities looking to disrupt their markets and offer something new to end users – be it internal employees or external customers. For a start, businesses need to consider: what are the barriers to change that could impact an internal project or innovation launch? And how can these be overcome to ensure the best chance of success? Questions like these can’t always be answered by well-trodden techniques such as data analytics and customer profiles alone.

SIMON JACK

Today’s technology-based organisations yield reams of data about their customers – from demographic details and purchasing habits to satisfaction surveys and how people interact with products, enterprises are reliant on this information to survive. However, gaining an understanding of why individuals react in certain ways to certain changes can unlock additional advantages. This is where behavioural diagnostics enters the equation. Implementing change can be a notoriously difficult task, but leveraging the insights derived from studying people’s attitude and behaviours can help businesses overcome the challenges that can arise when introducing a new product, technology or idea to customers or employees. Our behavioural diagnostics tool is built on the methodology behind Creatures of Habit, which shows that there are seven core mindsets that affect people’s decision-making process

– routine, resistance, prominence, judgement, influence, obedience and gremlin. These are thinking patterns that have formed from evolutionary reasons. Chiefly, our surroundings and learned processes. Around 50% of our actions are determined by our thinking, so the ability to identify unconscious habits is key to unlocking opportunities for positive change. Once businesses identify thinking patterns, they can dial into what people really need and want, and thus develop appropriate solutions based on these findings. By going through a simple three-step process, organisations can gain key insights that explain why their target audience behaves in the way it does. The process begins by answering one fundamental question – what behaviours is the business observing? Are they negative or dismissive? Do individuals seem unaware or ignorant? Are people making excuses not to act?

Understanding why we respond in certain ways to changes has major implications for tech- and innovationdriven entities looking to disrupt their markets and offer something new to end users”

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Insight into user experience must truly come from the user, and not be tainted by the company’s own bias” These are just some of ‘symptoms’ that could be responsible for creating resistance to change. Business leaders can then use behavioural diagnostics to look at why these behaviours might exist, as well as how strong a role each of these barriers play when it comes to stifling change. Depending on the symptoms identified, these barriers can include a lack of clear boundaries; a loss of focus; a lack of patience or attention; and/or simply being unimpressed. Once this information is collected, businesses can create a plan of action to pinpoint how to achieve the desired impact, based on proven techniques that will help them overcome the underlying mindsets, symptoms and barriers that have been highlighted. There are two major benefits to this 102

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approach. First, it can remove guesswork relating to how people will react to the introduction of new ideas; after all, issues can’t be resolved unless the business knows why they exist. Also, while the barriers to change may be varied and complex, key factors can be isolated and targeted for the greatest impact. Second, behavioural diagnostics enable organisations to take a people-centred approach to their creative and development processes. And by people-centred, we mean the end user. We naturally look inward to our abilities and perspectives because it is comforting, but to create a truly optimal outcome, we must look outward to our intended beneficiaries, even if it means shifting and adapting our thinking.

SIMON JACK

This is the critical point. Insight into user experience must truly come from the user, and not be tainted by the company’s own bias. Behavioural diagnostics achieves this goal by reaching beyond the classic customer profiling and personas that most marketing activities are grounded in. Instead, it is about getting into the mindset of end users, understanding how they behave, and appreciating why they may react in different ways to change.

The use of behavioural diagnostics and techniques is already commonplace in public entities such as government, particularly in areas such as health with messaging around the likes of eating habits (five-a-day) and how to stay safe through the pandemic. Now is the time for commercial organisations to embrace behavioural diagnostics for the betterment of their employees and customers. ISSUE 32

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