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Intelligent Leadership In 4.0 Work-Place

Intelligent Leadership In 4.0 Work-Place

Leadership must be believed and lived. If we want to shape the digital future, we also need people to realize new business models, processes and (AI) systems, who not only can live this thinking in their “minds”, but also realize it.

 

To achieve this goal, we need a new systematic education in (high) schools, families, administration and economics that empower people to move away from the current one-way street to a permanent growth thinking mindset. And for that, the radical confusions must be first understood with a leadership learning program in our heads. Lifelong learning with others, knowledge about climate change, health and simulation work with computers / machines / robots is becoming a “must”.

 

The Transformative Problem

 

Cooperative, interdisciplinary teamwork, responsible and autonomous work design are becoming increasingly important. So that the leadership needs to strengthen cooperation, identification and trust. Short innovation cycles and personalized products require tailor-made qualification measures. New forms of work such as shared / part-time leadership, virtual and networked teamwork can then be tangibly experienced.

Responsibility and control are shifted to where the work is done – even if it can be done by robots. In this way, networked communication, fluid form of project work in networks along the value chain is becoming increasingly important – both analogue and digital.

 

Managers not only have to master the tools of the “old world”, such as KPI orientation, top-down communication and control, but they must have flexible skills that enable them to lead in both organizational worlds. Self-control skills, holistic thinking and acting, self and other perception and the defence of our culture of values ​​are in the foreground.

 

Risk-seeking leaders are highly wanted

 

Most companies are run by risk avoiders rather than those ready to plunge into an uncertain digital future. We cannot deny that with investments in new (digital) business models, companies / organizations continue to struggle very hard. On the one hand, they do not want to attack their existing business model themselves, but on the other hand, they also have problems identifying new, high-yield models. Often, the assistance of upper management is lacking, not only to force the necessary cultural change but also to be able to try out potentially risky models. Established companies at this point have a disadvantage compared to digital innovators who neither have to change a traditional leadership culture nor defend an established business model.

Many companies are finding that there is a lack of appropriate leaders who have the transformational leadership key skills for the future. They need leaders who no longer think and act one-dimensionally, but multi-dimensionally. Hierarchies then become much flatter, the processes and services faster and more meaningful.

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Leadership in the 4th Industrial Revolution is defined by the ability to rapidly align & engage empowered, networked teams with clarity of purpose and fierce resolve to win.

 

Digital transformation is not without inspiration

 

According to a study by the World Economic Forum Davos, “Digital Transformation Initiative” companies are the most successful with the business model of the “Digital Platform”. But how is that supposed to work? How do you come to a “new” thinking and acting? In “ancient Rome,”, they all ended up sitting in their mansions on their infinite wealth – but in their heads they were poor. This is how the kingdom went down.

So, it is only with an interdisciplinary cooperation and with a cross-industry cooperation that you can go further. Working together with intelligent information and innovation platforms, high standards and clear rules (Code of Conduct) is essential to enable the interaction of users and suppliers (best practices) of machinery and automation components, suppliers and competitors.

 

Employee and customer cantering at eye level are the magic word. Customers or partners have to be involved early on in the development of a new product or a new service and network with it. Many companies are missing strategic opportunities here.

Thus, it is necessary not only to improve the employees’ professional competences, but above all their social / emotional competencies, so that they can understand the different views and ideas of the stakeholders, such as: Operators, manufacturers, suppliers, IT / cyber specialists and can handle the cross-functional interaction compliant.

 

Conclusion

 

One thing is for sure: If we want to shape our future successfully, then change must not only bring about the fastest possible (digital) technological solutions for customers and the environment, but also the radical change in the mindset of the management team and skilled workers. This requires “inspirational” leaders in the workforce who intelligently network, support and develop the right creative minds across all departmental, hierarchical and national boundaries. The future viability of an economy and society is therefore determined by whether the companies and public administrations want to master this so-called value-based double digital transformation.

 

Source: Oxford Leadership Research – Leadership 4.0 : A review of the thinking

 

Ready, Set, Create: A Guide To Finding The Digital Balance Of Company 2019

Digital Transformation Trends For 2019

The turn of the year invites us to reconsider old structures and processes – and that also applies to the IT departments. Almost three-quarters of executives believe they are outperforming competitors in innovation, according to a new study by consulting firm PwC.

 

There will be a number of innovation hurdles to overcome in 2019. Many companies continue to worry about data security, data protection and compliance, as they lack a holistic solution. Elsewhere, proprietary legacy systems and processes prevent data from being used profitably. How exactly and where the journey goes is difficult to predict. In principle, however, here below major core areas are already emerging, which will be the priority for companies also in 2019:

 

  1. Data security and availability:

As early as 2018, British Airways, Cathay Pacific and Ticketmaster had to conclude that insufficient data security has serious consequences. That will not change in 2019 either. Ever more complex IT environments and applications are becoming more and more under pressure from day to day: patches, enhancements and cloud migrations are a constant burden on IT teams and resources. Even hackers know that disrupting a business can be just as profitable as a data theft. Ransomware and malware have already demonstrated how they can paralyze businesses and entire communities.

Plus, underGDPR regulations, customers will start catching on to which companies actually care about protecting their data. So, companies will start recognizing how important it is for the customer’s experience and audience that they protect their customers, or at least show that they want to. Misuse of personal data will impact brand identity, marketing and selling – all business-critical initiatives to keep the customer happy and coming back.

 

  1. Speed:

In 2019, financial services providers and the banking sector will make important progress on their path to digital transformation. With fully digital, pure mobile banks such as N26, which are becoming increasingly popular, we are already experiencing enormous changes in the industry today. Being flexible, 24×7, and mobile in the first place, while complying with regulations and data protection laws, can be a daunting task. But this is precisely where the expectations of the new generation of customers in financial services lie.

 

  1. Compliance:

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The scale of new data security regulations is not fully predictable for businesses. Since data is constantly exchanged between all business units and with external service providers, a simple external hedge is not enough. The internal data streams must also be protected with the right technology. These technologies are the key to holistic risk management across the data supply chain, so that even in the AI-based and near-real-time future-oriented applications, developers and data scientists can be confident that their processes will protect their privacy and compliance directives do not affect regulations.

 

  1. People and technology:

Humans are interacting more and more directly and personally with their own technology, resulting in completely new datasets and application fields, e.g. the diagnosis of neurological diseases using speech patterns. Businesses need to access this data to improve their digital services and customer care. We’re counting on technology to take personalization and automation to a whole new level.

 

  1. Data scientists on the rise:

In terms of agility, startups are already performing better than legacy applications. The introduction of data technologies and analytics in developing and emerging economies will create even more opportunities and further enhance competitive conditions for data-driven companies. That’s why a data science team should be high on the business wish list, as well as the right data management and virtualization tools. Because the analysis of each is only as good as the data that is analysed.

 

  1. CEOs – More Than Just a Face of the Company:

2019 will see the rise of the CEO who will take the reins of digital transformation at businesses worldwide. Digital transformation is no longer looked at as just a fad, but rather a means of staying relevant in today’s business-world. Hiring those in digital transformative efforts will become a top priority as each CEO recognises the critical need for building cultures that can evolve, as well as the value of reskilling employees and hiring for an agile workplace. For CEOs leading a transformation, no single model guarantees success. But they can improve the odds by targeting leadership functions: making the transformation meaningful, modeling the desired mind-sets and behavior, building a strong and committed team, and relentlessly pursuing impact. Together, these can powerfully generate the energy needed to achieve a successful performance transformation.

 

The goal for 2019 is clear: digital balance. Businesses need to be sure that their data is securely stored, and their processes are automated around the clock. The way to achieve this goal is often bumpy and difficult by nature. It will cost companies time and perseverance to reach the digital balance, but the inner peace and inherent benefits of a sophisticated data strategy are definitely worth it.

The Advances of IT Sector in 2018

 

2018 came with a lot of challenges in IT sector. Three topics kept IT departments on their toes: the GDPR with all its legal refinements; the race of IT security with cyber-attacks and data thefts and the search for the best strategy for the digital transformation.

 

Again, and again it concerns the data protection basic regulation (GDPR)

 

Since May 25, 2018, the EU General Data Protection Regulation (GDPR) is required – but many companies are still struggling with the implementation of the new regulations. In particular, data protection in the cloud requires special measures. Here are five tips on how a Cloud Access Security Broker (CASB) can help.

 

Nobody can pass cloud computing. Especially the combination of different models and providers, keyword Multi-Cloud, offers a highly flexible infrastructure to access the resources and advantages of different cloud models. However, in vision of the Data Protection Regulation (GDPR), new security and compliance requirements apply to companies. How can the complexity of a multi-cloud environment also be managed with security in terms of data protection and what should companies pay attention to when choosing their cloud provider? Here below are some recommendations on how companies can use the added value of the multi-cloud and at the same time ensure their compliance with GDPR.

 

  • Having a short guideline of the minimum requirements for companies to comply with the GDPR
  • Structure data management – personal data must be quickly locatable
  • Comply with the documentation and keep directories
  • Respect a short deadline for reporting violations of data protection – it threatens sensitive fines
  • Implement compliance management system for privacy
  • Raise awareness of data privacy and GDPR in your own company – train employees and establish new processes
  • Include external / internal employees and service providers in compliance strategies
  • Take privacy requirements already in software development and product design into account
  • Anonymise or pseudonymise data for testing and development purposes – or obtain explicit consent of the customer for the use of their real data
  • When migrating data to cloud, avoid vendor lock-in and clarify procedures for eventual return transfer
  • When using multi-cloud environments, choose a service provider that provides all components and their control completely GDPR-compliant from a single source

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In search of the magic formula for the digital transformation

 

The focus of the digitized company is the ability to integrate with customers and partners in an Internet-based manner, as simply and as quickly as possible, so that they can achieve high levels of automation on demand, which are used to quickly place products on the market.

 

The integration of appropriate processes in the company, on the one hand, creates advantages through automation. On the other hand, integration with partners, customers and other stakeholders means that company can market their products better and faster. Being a digitized company goes far beyond the simple use of software. Just because a company uses CRM software is far from digital. It is more about the complete integration of the customer and his needs into the internal company processes.

 

Every business has to find its right level of digitization. There will not be a universal recipe

for that. However, there are many criteria that influence. The key to digitization ultimately lies in understanding customer needs and the ability to integrate at all levels – from a purely technological to a sociological level of integration. Who can and who controls this, will be successful in the end.

 

Race of IT security with cyber attacks

 

Cyber risk is becoming increasingly international. Cyber losses are now being reported in almost every country of the industrialized world. Criminal attacks hit industrial companies particularly hard: Through sabotage, data theft or espionage, the average cost of a malware attack on a company is $2.4 million in the past two years. Above all, insecure IoT devices invite hackers to DDoS attacks. These “smart” devices are then very well suited to become part of a huge botnet. Thus, DDoS attacks have nearly doubled in the last six months.

 

But numerous other types of attacks also caused damage. Such as, file-less threats with “CactusTorch” use trusted Windows executables to penetrate systems and break through corporate networks. Cryptojacking has become a massive threat, with deep-fake attacks unlikely to be well-developed, and financial breach an increase in cyberattacks by hidden tunnels.

 

Although the cyber threat has increased in past few years, efforts to combat attacks and improve security are also escalating. Security spend is reaching unprecedented levels, international cooperation among cyber protection organizations is improving, and there are initiatives to catch and deter cyber criminals.

 

Minimize business-critical downtime

 

To quickly get back to business after a ransomware attack and to minimize mission-critical downtime, a multi-layered data management strategy with easy automation and fast recovery is essential. When a system is validated and can be restored quickly and easily, companies benefit in two ways. Not only can they avoid paying the ransom, they can also resume regular daily business in no time.

 

Endpoint Detection and Response (EDR) can also be a powerful tool against sophisticated enterprise IT attacks that help prevent threats that security solutions can not block in advance.

 

Companies only successfully digitize themselves when information and data can be securely and reliably exchanged. On one hand, this requires secure identities. On the other hand, data and documents must remain confidential and protected against manipulation. So you can protect yourself with a technology concept from cyberattacks.

LOW-CODE: 5 SUCCESS FACTORS FOR DIGITAL TRANSFORMATION PROJECTS

Low-Code Technology Accelerates Digital Transformation

 

The clock is ticking and in the few upcoming years, disruptive technologies will push many companies out of the market. The main reason of failure is that the digital transformation is progressing very fast, and many companies have missed out on the digitization process, therefore many digital transformation leaders find themselves in a painful and challenging situation.

Often, this is not because they aren’t aware of the necessity, but simply lack the resources and complexity of the technology environment and inability to quickly implement necessary changes. Digital environment requires rapid change and deep integration into diverse ecosystems.

 

The greatest change is faced by the IT department. It is no longer just a supplier of hardware and software solutions, but a service provider in many areas. On one hand, employees must ensure the operability of existing systems, on the other hand, IT-based processes must be established. In addition to the time-consuming maintenance of existing systems, there is often hardly any time to deal with trends or to develop new applications. To keep pace and stay in trend-zone, more and more companies are turning to low-code technology. A low-cost platform is an effective way to speed up application delivery and let companies become more agile and accelerate their strategy execution.

 

 An overview of five success factors of low-code technology accelerating the digital transformation projects:

 

The Need for Speed

It typically takes companies months or even years to develop new applications or Web interfaces, resulting in large backlogs. But stakeholders, customers and executives are no longer willing to wait that long. Here, low-code has its advantages: the development of a wide variety of applications can be significantly accelerated. With this method – developers do not have to program code manually but can model applications in a flexible way – it takes about 16 to 20 weeks to develop new applications on average. Low-code IT developers are better able to meet the increased demands of digitalization – and to satisfy stakeholders as well as senior management and end users.

 
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Design Thinking

This concept is based on visual prototyping and close collaboration between end users and developers. Here, too, low-code platforms are showing their strengths: Companies can not only forward visual mockups to users simply and quickly, but also just as easily. Based on their feedback, developers can then make targeted changes to the application. Even bugs can be resolved quickly since the time-consuming, manual coding is eliminated. In addition, low-code makes it easy to play changes and new versions of an application at the click of a mouse. New versions can be created within hours or maximum days.

 

Lower Risk and Higher ROI

Many companies are reluctant to develop a new application. Often it is not clear in advance whether it would meet the requirements of the stakeholders or customers. With Low-Code, Minimum Viable Product (MVP) can be created very quickly. This allows companies to easily test if the application could meet the requirements. At the same time, they do not have to worry about investing too much time, resources and money in development, because the workload is limited. Developers and others can focus on solving business problems rather than working through mundane, error-prone technical requirements. The risk of catastrophic failure drops significantly, giving organizations more confidence to innovate.

 

User Experience Design

Low-code can also be used to comfortably and visually model web user interfaces and mobile apps. Thus, the user experience, which has a high priority in application development, can become the center of the development process. Considering user feedback allows a fast, collaborative design iteration – no matter where the developer or user is.

 

Scaling – So that digitization can grow with success

Low code allows much better scaling – both prototypes and mockups. From this, completely integrated enterprise applications can be developed within a very short time. If visual prototyping was originally a marginal phenomenon, it can establish itself as a solid instance among the developers.

 

Software is powering the world, and low-code development is the single most disruptive force in application development today. With organisations pursuing transformation, it is important to recognise that low-code is a viable measure for solving the challenges of transformation.  According to a new market research “Low-Code Development Platform Market published by MarketsandMarkets, industries such as healthcare, public sector, manufacturing and retail are already benefiting from adopting low-code to meet these challenges. Therefore, as the global low-code development platform market size grows from $4.32 billion in 2017 to the predicted $27.23 billion by 2022, at a Compound Annual Growth Rate (CAGR) of 44.49%, low-code is mainstream and here to stay.

Major challenges that hold back the Digital Transformation

digital transformation

The digital transformation is progressing incessantly – and that’s a good thing. Because IDC predicts that by 2019, all digitally transformed companies will achieve at least 45% of their revenue with business models such as “Future of Commerce”. At the same time, digitization is posing a major challenge for many companies.

 

At the same time, the IT department is experiencing the greatest change: It has long stopped to be just a supplier of technical solutions (hardware and software), but a comprehensive service provider, which struggles on the one hand for the running of IT systems and applications and, on the other hand, as a full-range supplier IT-based business processes. This means that the demands on IT departments continue to rise. But what are the aspects that make it so difficult for companies? Here below are listed four main challenges that IT has to overcome in the development of digitization:

 

    1. Massive Blockage

Already, IT departments are under enormous pressure: There is much more work for them than a team can do. In a recent study involving 3,200 IT professionals, 62% of IT managers say that they are facing a major backlog of mobile applications. In some cases, there are ten or more apps waiting to be developed.

 

    1. Old-school Systems

Rigid, out-of-date enterprise software not only consuming a lot of resources in companies, but companies also invest 70 to 80% of their IT budget for the maintenance and further development of rigid back-office systems. In addition, these systems are difficult to integrate or adapt when it comes to supporting new digital initiatives. Slow development methods in combination with legacy systems have aggravated the problem.

 

    1. Scarce Resources

To successfully implement digital initiatives, companies need specific technical skills. Many companies do not have them. Therefore, they invest a great deal of time and effort in training or in recruiting the employees with the required skills. Or they try to fill in gaps by outsourcing individual projects. In addition, there are the high costs for a developer – about 140 euros per hour. Accordingly, the ability for companies to fill these gaps is very costly, time-consuming – or at worst both.

 

    1. Uncertainty

For many companies, digital transformation (if it’s truly transformative) is so challenging because it requires real innovation and a different way of thinking. Processes, business models, service offerings – all these aspects have to be completely rethought by companies. And the acceptance by customers or partners is not yet foreseeable. In other words, this condition is miles away from the security of cumulative and linear business improvement. To face such uncertainty is problematic for many businesses. Businesses need to be prepared for new methods throughout the development lifecycle. Risk avoidance and business case prioritization are out; Approaches like “Design Thinking”, “Lean Startup” and “Test and Learn” are in.

 

Further information:

 

How can companies effectively address these four challenges in order to successfully advance the digital transformation in their organization? The answer to this question is provided by various experts in the international webinar series “Leading Digital Transformation”. The speakers of the different webinars are among these:

 

  • Jason Bloomberg, President of Intellyx and Forbes employee
  • Brian Roche, Vice President of Products at Cognizant Digital Business
  • Rick Virmani, Systems Manager, City of Las Vegas, Nevada
  • Mike Hughes, Director of Product Marketing at OutSystems

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The webinar series starts on April 16th.

 

If you are interested in following these webinars, click here and register for free of charge. You’ll also find a number of informative e-books on digital transformation.

DevOps, Integration and Deployment- Why is this important and how to achieve results?

New technologies often have a hard time in the beginning. As always, a large number of doubters are contrasting to early users and adaptation. We still remember today the difficulties that VMware had with the acceptance of its virtualization concept in the early years, which increased in importance only after a few years and today plays a central role in IT.

 

A similar enlargement seems to be happening to DevOps at the moment. This technology stayed a hot subject for several years, but it has not arrived everywhere yet. But the willingness to use DevOps is growing steadily and the market is clearly moving upwards. Because as nowadays everything is changing faster and faster, existing applications must constantly be adapted, at an ever-increasing pace. Concerning the numbers of the present situation, the annual report of “State of DevOps Report 2017” reflects that the sum of employees in DevOps positions has doubled since 2014. Complications also often occur between developers and operational teams. The DevOps approach is a good way to overcome these problems.

 

What is DevOps? Well, more than a methodology for software development, DevOps is a culture, which is necessary to meet the current needs of companies in the development of software, websites, applications, etc. In the traditional model, the requirements for software were clear and carefully defined in advance. The definition of the product itself was also stable. The developers were responsible for the coding of the software, and the operational teams then had to implement it on the company’s systems or the web.

 

Sure, there are industries that are DevOps-savvy. Companies, for example, who have already taken the first steps in terms of digital transformation and develop their own applications and software. Meanwhile, companies that are still at the beginning of their digital transformation and do not yet run DevOps are asking themselves, “What is DevOps at all, what has Digital Transformation to do with it, and why do we need that?”

 

The Digital Transformation reveals internal company problems in DevOps implementation

 

The need for DevOps in itself arises only through the use of new IT technologies. The development and operational teams of the company that was previously completely independent of each other are brought up to work together. Optimizing this cooperation for the benefit of the company is the basic idea. IT is the ideal example for this. Traditionally, it has always been a stand-alone entity that ultimately provided only IT services to the rest of the company but otherwise had little intersections with other departments. Chronically overloaded, the IT of many companies had even isolated itself and developed a genuine hatred to many new IT-related requirements of the users, which was not seen as the core task of IT. Everything that was not part of the job of providing IT services was literally ironed out, for whatever reason.

 

At the same time, the value of digital applications has increased. The Internet in general, cloud computing, e-commerce, mobile apps, social media companies today offer companies many new ways to grow their businesses. However, the in-house IT is rarely responsible for the development of these opportunities, but they are mostly software developers who are employed in new in-house development departments and work more with marketing than with IT. This obvious gap between software development and IT operations teams is forcing the management of many companies to better integrate these departments in order to better implement innovative ideas.

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This is necessary because the current structure of collaboration between development and IT is a real drag: developers are motivated to provide new applications and functionality, but their responsibility ends when the software is handed over to IT operations. And the Operations team plays in software development so far anyway no role, but only in the provision. Thus, the goals for developers and operations are in many cases totally contradictory, and the lack of cooperation between the two has a strong negative impact on the development and implementation of IT projects involving both sides.

 

The goal of DevOps practices is to eliminate these issues so that companies can implement new, digital projects faster and better. Thus, any company that seeks to implement such projects as part of its digital transformation can benefit from DevOps.

 

How is DevOps implemented in practice?

 

Of course, implementing DevOps successfully in practice is easier said than done. Implementing DevOps is far more complicated than just putting together the initial syllables of two words. Also, it is not enough just to buy a new technology or platform to fix the problem. The implementation is rather on two levels, the organizational and the technological level. Both levels need to be planned as part of a company-specific DevOps integration to work seamlessly together.

 

The integration of development and operations succeeds on an organizational level as a company identifies processes and practices that make teams work together more effectively. Technologically, DevOps seeks to automate the process of software delivery and infrastructure changes. Once automated, processes take much less time out of the IT department and greatly accelerate the delivery of new software. With the extra time, IT teams can more actively focus on new projects, and development teams can dramatically shorten their development cycles. In order to automate processes and improve development, there are several DevOps platforms whose implementation can make sense.

 

DevOps – part of the Digital Transformation

 

A company’s IT can make an important contribution to the success or failure of an organization. An important role for the future of an organization plays in this regard, the digital transformation, which is often led by the IT but must also include other parts of the company. DevOps is one of the means to successfully implement the Digital Transformation internally, as it provides a way to seamlessly integrate all parts of the IT environment into one project. But it’s not just about technology, it’s about corporate culture and internal processes. Organizations need to reunite these three areas to be in the fast lane when it comes to digital transformation.

Artificial Intelligence and the Corporate World Transformation

Worldwide Analytics Cognitive AI and Big Data Predictions

Worldwide, companies collect and own huge amounts of data in the form of documents. Due to a lack of digitization, these can often not be served for business processes – or only with a huge manual effort behind. These documents usually contain important and business-critical information, so the loss or even the time delay in gathering information can have a major impact on the success of a business.

 

However, with the rapid advances in automated text capture cognitive technology, organizations are now able to easily digitize, classify, and automatically read their unstructured business documents for transfer to relevant business processes. With such fully automated solutions, companies can not only save time and money, but also greatly improve the data quality in their systems and massively accelerate response times and important decisions.

 

Especially computer vision has evolved enormously in recent years. The ability to quickly recognize and process text on each device has greatly improved since the time when documents had to be scanned and analysed with OCR technology. This rapid development is also reflected in the numbers in the industry: IDC predicts that the world market for content analytics, discovery and cognitive systems software will reach $ 9.2 billion by 2019 – more than twice as much as in 2014. To make the most of these market changes, IT solution providers need to better serve the rapidly growing needs of machine learning and artificial intelligence (AI). Only then can they meet the customer requirements of tomorrow and remain relevant.

 

Employees in the center of each business

 

There is a groundless fear that artificial intelligence automation solutions could replace skilled employees in companies. Despite or because of solutions based on artificial intelligence, well-trained employees are needed who understand the core values of the company as well as the technological processes. People have qualities that AI solutions depend on, such as empathy, creativity, judgment, and critical thinking. That’s why qualified employees are essential for the success of a company in the future as well.

 

Companies as drivers of digital transformation

 

Businesses first and foremost require systems that support and relieve their professionals of their day-to-day routine work, enabling them to work more productively and creatively. Above all else, modern systems must be capable – on the basis of past experience – of learning behaviour independently and of making suggestions for the future course of action. To do this, companies need professionals who are able to lead these systems to enable automated workflows in the first place.

 
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Robotic Process Automation (RPA) and machine learning drive the automation of routine repetitive tasks. RPA software is a powerful solution for more efficient manual, time-consuming and rule-based office activities. They reduce throughput times and at a lower cost than other automation solutions. In addition, artificial intelligence will make more types of these tasks automatable. The combination of RPA and machine learning will undoubtedly create a large market segment with high demand; namely for the identification of processes and their intelligent implementation.

 

The next five years

 

It is expected that once companies have automated various tasks through the use of artificial intelligence, they will increasingly want to monitor and understand the impact of these processes on their organization. As a result, they will undergo a fundamental change over the next three to five years. This is mainly due to the convergence of RPA and AI in the following areas:

The use and advancement of RPA will entail a wave of machine learning advancements, such as: for task automation or document processing. Even processes that affect basic decision-making benefit greatly from RPA. Use cases traditionally associated with capturing data from documents, on the other hand, will converge with ever new document-based RPA use cases. AI technology is now being used more widely and offers advantages for the identification and automation of processes as well as their analysis.

 

AI will also lead to the automation of basic tasks performed today by qualified staff. It will have a major impact on the composition and size of the workforce of companies, especially in the fintech, health, transport and logistics sectors. Above all, companies from all industries benefit from optimized processes for customer relations. However, authorities can also offer citizens quicker reaction times and improved service through intelligent automation.

And finally, robotics is much more than just R2-D2 or C-3PO. Software robotics will think much faster than most people, penetrate the work environment in companies – in data and document capture, RPA, analytics and for monitoring and reporting – intelligent and situational.

 

Ready for change

 

Businesses need to prepare for the age of AI today to stay successful. This requires a significant shift in the required skills in the company. Above all, it is up to the employees to be open to the new technologies and to see them as an opportunity to gain competitive advantages.

In general, intelligent systems will do more work in the future. For example, in the case of lending, the role of the person in charge will continue to decline because the system will be able to independently make intelligent decisions based on the borrower’s previous financing behaviour. Ultimately, the clerk only has to worry about rule-based exceptions. This will relieve the loan officers of many routine tasks, allowing them to spend more time on customer care. Overall, this significantly increases bank productivity.

A further shift in competence results from the fact that the process requires less human control and expertise. As software becomes increasingly knowledgeable, it becomes less dependent on employees. This means that their duties are smaller, but at the same time more responsible.

Industry 4.0: Challenges and Solutions for the #DigitalTransformation and Integration of #MobileSolutions

Companies are increasingly considering mobile solutions and condition monitoring when reorganizing and optimizing their maintenance services. The combination of both approaches creates a new digital business in the field of technical field service.

For the operator, this means greater availability and assistance in reducing maintenance costs. In addition to that, the operator can, in return, expand its portfolio, strengthen customer loyalty and better manage service level agreements. So, it is a scenario that at first glance, for both the manufacturer and the customer, can only be beneficial.

 

But are there any disadvantages or associated risks?

 

The Internet of Things theoretically connects everything: household appliances, industrial plants, IT systems and even people. This trend is driven by increasing networking and the goal of development is to minimize the information gap between the real and virtual worlds. This information gap exists because in the real-world things have a certain state (eg “blower is on”, “reservoir is empty”), but this state is not known to the network. The objective is that the real things make their state information available for further processing on the Internet. There, many companies, especially those responsible for IT, see the specific risks of this development. You need to tackle the challenge: how do I protect the company’s IT systems and corporate data on the network or on mobile devices from being accessed by third parties?

 

Developing the solution and then thinking about security concepts is fatal. The IOT requires essential security, privacy, availability and maintenance concepts. Architectures that are designed for security from the beginning, with strong authentication between devices, services and users, with encryption of data in transfer and storage, with access controls through secure authorization, using proven and verified APIs and microservices are just the ones main features in the design. This assigns tasks to the IT departments, which represent risks that should not be underestimated due to the creation of a new digital business field and which must be mastered by those responsible.

 

The consulting practice shows that the IT managers know this very well and need to intensively work on these topics in the course of a digitization strategy, which requires explicitly provided budgets. Since digital solutions for the technical field service compared to traditional solutions have no real disadvantages, the only question now is: How can the advantages and opportunities of this digital strategy be implemented in such a way that the risks can be controlled? Because the consequence of this cannot be: “Due to the identified risks, we renounce the technology”. Only those who firmly believe that the digital transformation will not succeed in companies, that new digital business models will not succeed or at least know for sure that the competition thinks the same way, can afford it. However, it should be noted that in the wake of new technologies, competition often comes from the outside, often unknown in the market.

 

Mobile solutions for the technical field service

 

Those who don’t want to give up the competition, who want to use the advantages of mobile solutions for the technical field service, secure the chances by a security-oriented architecture of the solution.

With a mobile solution, technicians receive their orders for maintenance or customer service directly on their smartphone, tablet or laptop while on the go. This enables them to access order data in backend systems. A dispatcher in central processing allocates the orders according to availability, location and, finally, qualification. The service employee has the entire object data with the history available on site, can access the central material logistics and send feedback and service reports to the central systems.

By directly integrating the processes in the technical field service into the back-end systems of the company, the entire process scenario can be optimized. With no media disruptions, the mobile connection of the technical field staff leads to higher punctuality, more efficient maintenance and troubleshooting. The improved service quality and additional cost savings pay off through increased customer satisfaction. Also, the cost-effective for the manufacturer as a service provider by the higher productivity of the employees is significant.

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Extension to the complete digital business field

 

The use of enterprise mobility in the technical field service, supplemented by the transmission of status information from systems to the service centre, creates a completely new digital business field. This not only optimizes the deployment scenarios for the technical field staff but also the timing of individual activities. Inspections can be reduced to a minimum. Maintenance work is carried out as soon as possible before a component is actually used up by the equipment signalling that the wear limit will soon be reached. Disruptions and expensive production slowdowns are thus avoided because the system logs in before. All of these factors mean that the savings potential with such optimized processes increases significantly.

 

Integration of equipment and mobile front-ends

 

The integration of a mobile solution can in principle take place in all ERP systems. These are often SAP systems or systems such as Microsoft Dynamics ERP or even proprietary applications. In general, three integration paths are used: Natively via add-on, via web services or via classic interfaces with transfer structures. Often the integration of third-party systems such as image acquisition software, spare parts catalogues, geodata information systems or knowledge management solutions is also possible. This further increases the efficiency of the implementation of the maintenance activities.

The connection between equipment and systems is done via middleware, configurable interface software on IPCs, which converts state information from the plants and forwards and makes it readable to ERP systems.

 

Solutions for operation with SAP

 

The maintenance service applications are offered as on-premise or cloud solutions. Based on the SAP HANA in-memory technology, SAP offers the ideal high-performance, the high-availability technology platform for digital maintenance solutions such as predictive maintenance and service.

The SAP Cloud Platform (SCP) as a “Platform as a Service” represents a development and runtime environment in the cloud. The SCP offers a variety of security functionalities for the integration of SAP and non-SAP solutions, content encryption and Signature, certificate-based authentication, runtime encrypted data storage, data isolation, and persistence, just to name a few.

 

Conclusion

 

The technologies to develop new, competitive, digital businesses for the technical field force have long existed. Safety concerns must be contrasted with safety-oriented concepts. For both, you should consult a security expertise before any unwanted situation.

The Digital Revolution starts in the head!

 

Digitalization in business means much more than just the introduction of new technologies or business models. In the meantime, many companies have come to the conclusion that digitization not only means the implementation of new processes and the use of state-of-the-art technologies but also requires strategic thinking models.

 

The success of digitization poses many challenges for many companies. The digital transformation of individual processes and areas in order to survive and compete in a digital competition with other companies is often the digital alternative to inactivity and postponing. One thing should be clear to everyone: inactivity and be postponing is not an option. However, the mistake should not be made to regard digitization as just a new technological approach. It is more promising to understand digitization as a cultural change and to transport it to all employees in order to enable a holistic implementation.

 

According to a recent study by McKinsey, the services of digital transformation have yet to become fully mainstream. On average, industries are less than 40% digitized, despite the deep penetration of these technologies in media, retail, and high tech, healthcare. Results show that some companies have now drawn their conclusions from their first digital failures. The biggest mistake that has emerged is the lack of cultural change in companies. Added to this are the frequently existing silo structures and inadequate digital strategies or even a lack of understanding by employees for digital trends. At the beginning of their digitization strategy, many companies ask the questions: ‘What does digitization mean for our business?’, ‘How digital is our company already?’, ‘What potential exists for our industry?’, ‘What will the ROI of these digital revolution’?

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Businesses need to define what digital maturity they already have and how much existing staff can handle and implement the challenges they’ll face. The best employees to successfully realize a digital transformation are not necessarily the most technically skilled IT people. It is important that those involved in strategic planning, in addition to a mature digital competence, also have the will and a corresponding perseverance to identify with the relevant issues, to drive them forward and persist even on dry spells and not give up immediately. Also, we must not ignore the outstanding role of CEO in driving the digital-transformation process. The process needs to start from the top. Companies need to change structures. The only one who can do it is the CEO. He/She needs to embrace the topic and make it a priority. He/She needs to consistently communicate to the organization, act decisively, empower people who help drive the transformation and also sideline people who are in the way. Very important point is that there is no return ticket, and this is what a CEO needs to radiate.

 

If appropriate, companies should designate a strategic digital team from different areas. The appointment of such a team should also involve neutral, non-industry ‘digital talents’. These bring an extraordinary and new – mostly external – perspective for the company and can significantly contribute to the success of digitization.

 

The most successful teams see the transformation that digitization requires as an opportunity and a challenge. They enjoy developing new things for internal and external customers and are driven by their affinity to new and especially digital topics. It’s clear the impact of these revolutions will bring profound changes in many areas, including the localization of production, impacts on global trade, the nature of the workforce of the future, and the distribution of wealth. While the good news is that these changes will play out over years and decades, the bad news is that they require deep and fundamental changes in companies. While some of the projects are certainly overestimated in the short term, the long-term impact has most certainly been underestimated.

 

For a successful digital implementation in companies is not necessary to assign these tasks from the very top level and to put themselves on hold. Rather, it is necessary to ‘digitize’ the corporate culture, so that the implementation can be supported by the entire workforce. Digitization should not be transferred purely to specialist areas but should be thought through from the very top, planned and, above all, exemplified. Also, to successfully navigate a path through the array of strategic challenges and options, companies must separate hype from reality and come to grips with how technological change affects companies. Only then can they consider what must be done and how to go about it.

IT challenge N°3: Encouraging Innovation by Rethinking the Organizational Working Model

The role of digital technology is rapidly shifting, from being a driver of marginal efficiency to an enabler of fundamental innovation and distraction. Creating value out of knowledge and ideas is the key to success for companies in this existing and upcoming connected digital era. Companies certainly need to change the way they identify, develop and launch innovative ideas/products.

Encouraging the Innovation by Rethinking the Organization’s working models

Mastering the uses: 

 

The most innovative digital procedures are no longer only created within the companies. Experts must seek innovation on the “street” usage, and open themselves to the collective intelligence of their ecosystem by no longer reducing innovation to a “inside of the box” population.  This heavy trend, which everybody can observe on a daily basis, upsets the organizational models of companies.

 

Digital transformation does not happen overnight, but it certainly promotes a matrix and cross-functional working option within the company, where collaboration is inescapable. But, in some cases, internal collaboration can come up against individual resistance, organizational restrictions and cultural habits.

 

The challenge is to succeed in mixing cultures and habits within the organization in order to achieve a multidisciplinary collaboration that generates innovation. However, one should not be mistaken about the main objective of collaboration which is only a medium to serve a purpose such as innovation, performance, value creation…

 

Collaboration Endorsement: 

 

Appropriating digital uses where they appear, requires know-how to mix top-down and bottom-up innovation approaches, or crowdsourcing and R & D … But the hierarchical culture in large organizations goes against these innovative approaches that require the development of collaborative approaches: the risk / benefit ratio remains difficult to evaluate in the collaborative approach when there is a loss of control for the manager and a redistribution of power. It is therefore necessary to accompany the evolution of behaviors and practices by working with multidisciplinary teams.

 

Organizational issues are linked to the geographical dispersion and multiculturalism of the teams, even if digital tools seek to mitigate this dispersion, localization, travel time, different languages ​​and cultures are points of attention. To succeed, one must established the right behavioral KPIs to measure the traction of their business collaboration.

 

 

Challenges: Capturing innovation and skills transformation

 

  • Globalize: create global digital platforms to facilitate the work of teams (multinationals, in a mobility situation) to capture both innovation and customer experience. These digital platforms are essential in transforming organizations.
  • Capitalize on social networks and fan communities.
  • Experiment: organize events to innovate
  • Reconfigure: transform skills and adapt human resources to recognize collaborative approaches (valorization, recognition, retribution, identification of leaders), but also to frame practices and accompany change (right to disconnection, stress management, charters of use …).
  • Convince your investors about your digital vision and the long-term value-creation impact (top and bottom line) of your digital transformation journey.

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Leaders across all industries are writing the next chapter of the digital economy. It is time to either become part of the story or just another footnote in the history of disruption

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