Interface magazine – Issue 12

T E C H | T E LC O | F I N T E C H | D I G I TA L IS AT I O N | A I | M A C H I N E L E A R N I N G

Issue 12 | www.theinter face.net

MAGA ZINE

A DIGITAL TRANSFORMATION JOURNEY: YOUR BRIDGE BETWEEN LIFE-CHANGING THERAPIES AND PATIENTS

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HOW SSE ENERGY SERVICES’ PIONEERING ADOPTION OF AUTOMATION IS UNDERPINNING AN INDUSTRY-LEADING TRANSFORMATION

Dan Jelfs on the pervasiveness of technology Dan Jelfs Senior Vice President of global sales at Mobica, discusses how we are on the cusp of a connected digital revolution

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WELCOME TO ISSUE 12 OF INTERFACE MAGAZINE! This month’s cover exclusive features Dan Jelfs, Senior Vice President of global sales at Mobica, who discusses how we are on the cusp of a connected digital revolution, making technology more pervasive and a key driver of strategic change to businesses and models.

“In the transformation paradigm when you talk about strategic design, you look at what your brand might be in a digital environment or what the business model might,” he tells us.

EDITOR IN CHIEF Andrew Woods

“Often the scenario is that companies are moving from tech non/ digital to digital for revenue generation. That can fundamentally change the way they address the customers, the way the brand reaches out. So, in many ways, the starting point for me is strategic design and non-technical…”

EDITOR Dale Benton

SOCIAL MEDIA MANAGER Callum Rivett

“Sometimes I can end up in a conversation where maybe the

CONTRIBUTING EDITOR

executives of the company aren’t quite sure, from a business

Kevin Davies

case point of view, when to pull the trigger on a digital transformation… But often, when you look at the end destination, you may as well just start into digital straightaway, don’t delay.”

CREATIVE LEAD Mitchell Park

Elsewhere, SSE Energy Services reveals how its pioneering

VP GLOBAL FINTECH & INSURTECH

adoption of automation is underpinning an industry-leading

Alex Page

transformation that is setting the pace of change in the energy sector. Plus, we have exclusive insights from business leaders at Union Bank, Radius Networks, DeKalb County and Sij Group. And

VP TECHNOLOGY Andy Lloyd Craig Daniels

we outline 5 industries predicted for growth post-Covid…

VP PROCUREMENT Enjoy the issue!

Heykel Ouni Greg Churchill

PRESIDENT & CEO Kiron Chavda

ndrew Woods, Editor in chief A content@b2e-media.com

PUBLISHED BY

3

CONTENTS

Q&A Dan Jelfs

6

SSE Energy Services

36

Dekalb County School Distrtict

18

Slovenia Steel

62

5 areas to boom post Covid-19 Radius Networks

46

74

Union Bank

86

PCI Pharma Services

104

Q&A: Dan Jelfs on the pervasiveness of technology Dan Jelfs Senior Vice President of global sales at Mobica, discusses how we are on the cusp of a connected digital revolution, making technology more pervasive and a key driver of strategic change to businesses and models WRI T T EN BY

6

D al e Bent on

7

Tell us about your career journey and your experience I’ve worked in the global technology industry for about 25 years now. I landed in it so by accident, more than design, straight out of university. I’m not an engineer by trade. I went through Business School at university and my first role was at AT&T. I worked a lot in mobile communications and wireless networking in the 1990s. What I found very fascinating, and enjoyed was the way that technology changed people’s lives, usually in a positive way. I also liked the globallness of the industry and the opportunity to work with so many bright minds with different perspectives from around the world. I think fairly early on in my career, I realised I had a passion for innovation and that the large corporate culture that I was in wasn’t going to satisfy that.

I made quite a radical decision around

I’ve really been doing software consultants and software services now for about 10 years. The reason I made that change

the early noughties to leave a large

is because the mobile devices world

corporate and move to a venture capital

which I’ve been very focused on up

funded startup. It was really looking at

until then, was to open source with the

the evolving mobile data services market,

launch of operating systems like Google’s

and what sort of content services could

Android, most prominently in the battery.

generate viable business models. I really

At a structural change within the mobile

spun through a number of other startup

communications market that would drive

type businesses during the noughties and

demand for software services within that,

then joined a software services business

I thought it’d be a very interesting journey

in 2009.

to go on.

8

Q & A : DA N J E L F S O N T H E P E RVAS I V E N E S S O F T E C H N O LO GY

applications off the back of those things being connected. So I have that core experience around connected software, and then I’m able to help C-levels in companies in other industries that aren’t familiar with connectedness and digital, and bring all that experience to bear to help them on their transformation.

How has the technology conversation changed?

10-15 years ago, I thought the technology industry was far more discrete and defined. And in fact, some industries and many companies really didn’t need to dip any more than their toe into it.

I think we’re on the cusp of a revolution now where everything’s connected, and through that the things that are I’ve also got a huge passion for British technology companies. I think there’s not enough British technology success

connected we’ll be able to acquire artificial intelligence over time.

I just don’t think there’s any industry or

stories within the global technology

there’s any company within an industry

market. So I joined Mobica about 18

that has been great at embracing that

months ago as a vehicle to try and do my

now. I think that’s the fundamental differ-

bit to change that.

ence for me. There were the technology industries that were more disruptive and

How does that make you the right person to bring about change?

defined. Now it’s totally pervasive and it’s

What we move into now is a world

and business models and industries. You

of everything being connected and

just, you can’t avoid it, wherever you’re

data science and artificial intelligence

working.

a driver of strategic change to businesses

w w w.t h e i n t e r f a c e . n e t

9

How has the traditional customer changed?

There are more customers that are, as a legacy, not so technically proficient and need support to really understand the potential for strategic change the technology is bringing and how to implement that within their business.

Where does Mobica fit into this technology conversation?

We support customers in two areas, either modernization or transformation in relation to enabling technologies.

Modernization is probably not quite as strategic in context of the transformation piece. Now, a good example would be cloud applications which are quite a trend. In recent years, we’re really moving apps to the cloud. We help companies deal with the technical challenges that this new type of technology brings to the transformation. Part of the work we do is where there’s a combination of new technology that facilitates a fundamental redesign of the business model, and poten-

you talk about strategic design, you look

tially of the structure of the company too.

at what your brand might be in a digi-

We help them think about the way to

tal environment or what the business

design that transformational change/

model might be. Often the scenario is that companies are moving from tech non/

How do you define transformation?

digital to digital for revenue generation.

In the transformation paradigm when

That can fundamentally change the way

10

Q & A : DA N J E L F S O N T H E P E RVAS I V E N E S S O F T E C H N O LO GY

“There are more customers that are, as a legacy, not so technically proficient and need support to really understand the potential for strategic change the technology is bringing and how to implement that within their business” — DA N J E L F S S E N I O R V I C E P R E S I D E N T O F G LO B A L S A L E S AT M O B I C A

they address the customers, the way the

What are the challenges?

brand reaches out. So in many ways, the

Sometimes I can end up in a conver-

starting point for me is strategic design

sation and maybe the executives of

and non technical. The outcome of a stra-

the company aren’t quite sure, from a

tegic design process, though, becomes

business case point of view, when to

a very technical software engineering

pull the trigger on a digital transforma-

implementation.

tion… There’s an internal discussion that w w w.t h e i n t e r f a c e . n e t

11

12

Q & A : DA N J E L F S O N T H E P E RVAS I V E N E S S O F T E C H N O LO GY

happens; maybe it’s in two quarters’. 12 months’ two years’ time. I think you could be kind of wrong. If you look at the end destination, you may as well just start into digital straightaway, don’t delay. But I think some internal wrestling around understanding the return on investment is sometimes apparent.

I also think about the cultural change within the technology environment, or the engineering environment of the company.

I’m seeing the needs change from very established businesses whose technology hasn’t changed much over a couple of decades to suddenly needing speed, digital and agile. Culturally, from a software engineering point of view, like a Silicon Valley startup, that’s not easy in that it’s quite a barrier to affect change.

How do you go about changing mindsets and enabling a cultural change within a business?

We bring a lot of our learnings from the way we work with companies around the world, anonymized into the discussion to help realise that even though they don’t think they’re on the same page, they’re on a cliff edge. The future is digital, we were able to see some success stories of some really positive digital transformations as well, that you could point to that w w w.t h e i n t e r f a c e . n e t

13

are often powerful in terms of changing

bring that digital agile culture into the

the minds of executives as well.

mix of their overall software, software engineering and technology capability to

How important is it to look outside your own industry?

drive and effect change in the established culture and established engineering.

It’s fundamental and there are enough of tries to use already. It’s very helpful within

How has the supplier relationship changed?

that discussion to point to some very

We’re in a process ourselves of moving

successful digital innovation stories.

from a tactical partner to a strategic part-

those kinds of stories in different indus-

It’s important to also look at where

ner increasingly, and our strategic part-

things haven’t worked to look at the fail-

ners. The different dimension is the buyer

ures and look at the mishaps as well, as

is two or three levels higher in the organ-

much as you look at these case studies in

isation and therefore, either in or close

the success stories.

to the C-suite, that they’re looking for long term collaboration and the souls of

Is tech replacing people?

Effecting that cultural change with the state in relation to the status quo is just too difficult, will take too long and costs too much. What we need to do is sort of start over and I’ve seen some companies create what are essentially new legal entities and new ventures, and build from the ground up. I’ve seen other companies create digital innovation and disruption units alongside their existing organisational structure and start to see that digital DNA move into the company, but from within what’s exists today.

I’ve also seen others who strategically partner with software services firms to 14

Q & A : DA N J E L F S O N T H E P E RVAS I V E N E S S O F T E C H N O LO GY

“Modernization is probably not quite as strategic in context of the transformation piece” — DA N J E L F S S E N I O R V I C E P R E S I D E N T O F G LO B A L S A L E S AT M O B I C A

strategic challenge to their business.

What makes Mobica a partner of choice?

Within our engineering team, we create the space in terms of time invested into internal innovation projects that are really aligned around strategic technology bets that we make in regards to what’s going to be important in the future. If we do that correctly, that keeps us ahead of the curve.

Technology buzzwords?

I talked about strategic design earlier. It’s really that design and planning thing it’s really looking at, where are you and where are you trying to get to and what’s important on that journey. There’s always careful thought and planning before you scale out engineering projects.

Marketplaces change so much that it’s not going to be a straight line, so how do you account for things that aren’t going to go according to plan?

We propose an agile development process and you’re constantly iterating and constantly changing. Whilst you w w w.t h e i n t e r f a c e . n e t

15

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Q & A : DA N J E L F S O N T H E P E RVAS I V E N E S S O F T E C H N O LO GY

know the general direction of where you want to get to but you don’t necessarily take a stroll along together. So it allows for bends in the road and iterations to design as we go through.

Talk to me about the dynamic between incumbents and start-up companies?

I think enough large established companies have suffered and gone by the wayside. They’ve been cannibalised by a startup coming from nowhere. For everyone to be aware of these larger organisations, they need to create an innovation strategy of their own.

Ideally, you know, if anyone’s going to cannibalise their existing business models, they’d prefer that it was them.

So I think there’s a lot more effort and thought put into that and less destruction caused by startups. It doesn’t stop the startups being acquired by some of these companies to complement their digital transformations.

What advice would you give in order to succeed?

Don’t underestimate the value of strategic design before you head out on the engineering journey that follows good design.

w w w.t h e i n t e r f a c e . n e t

17

An education in digital transformation Interface magazine speaks to Derrick Brown, CIO of DeKalb County School District regarding its digital transformation program… WRI T T EN BY PRODUCED BY

18

Andr ew Woods Cr ai g D ani el s

19

E

ducation has experienced an incredible amount of reconfiguration. Digital transformation

is redefining, evolving and accelerating the educational landscape to equip schools, teachers and students with the necessary tools, platforms and knowledge befitting of 21st Century institutions and client expectations. Higher education and private schools were the first to dip their toes into innovation, primarily a result of increased competition and customer expectation; boosted by rising fees. Of course, the other major driver of digital transformation in the classroom is the need to maximize the classroom experience. And now, tax-funded schools

capital spending. The primary aim was to

and colleges are making enormous

construct a digital ecosystem that would

progress in improving the quality and

provide teachers and students with the

access to modern education for all.

necessary tools and resources to revolu-

DeKalb County School District (DCSD)

tionize the learning experience.

Derrick Brown is the Chief Information

is Georgia’s third largest school system, serving just under 100,000 students,

Officer at DeKalb County School District

139 schools and centers, and employing

in Georgia: “Four years ago they (DCSD)

16,242 staff. In 2016, a decision was taken

started the strategic thinking and brand-

to undertake a digital transformation of its

ing of Digital Dreamers; the digital

schools, in a bid to boost the educational

ecosystem hosting platforms such as

experience for every stakeholder. The

Verge, ItsLearning, a learning manage-

digital transformation was branded Digital

ment and instructional system contain-

Dreamers, an ambitious four-year strat-

ing all online tools for virtual learning.

egy funded by SPLOST, which released

The instructional ecosystem has been

and invested taxpayer dollars through

designed to virtually meet the needs of

20

DEKALB COUNTY SCHOOL DISTRICT

educators and learners,” Brown explains.

Brown and his colleagues in Curriculum

some it’s personalized, and so sometimes we differentiate, but at the end of

& Instruction and Student Support

the day, it’s the teachers who know the

Services provide online curriculum and

appropriate tools and ways to engage

tools for math, science and the core

with their students.”

curriculum, as suggested by the teaching

Brown is relatively new to DCSD. He

staff, who work closely with his team to

joined the district in November 2019, but

shape the educational landscape. “And

this work isn’t new for him. He did simi-

that’s where the magic happens, in how

lar work for another major school district.

that teacher engages with the students.

Brown is not the product of a traditional

Because they all learn differently. For

career path in education, and was bitten w w w.t h e i n t e r f a c e . n e t

21

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DEKALB COUNTY SCHOOL DISTRICT

“We aren’t just over here in the boiler room, managing technicians and systems engineers and network engineers, and managing these systems.

No, we’re actually in the boardroom” Derrick Brown, CIO DeKalb County School District

by the education bug while consulting in

teacher, as well as learning materials and

Portland Public Schools for one year then

research aids. A couple of years ago

joined full time and served for another

“There was a fear from parents when

three years in various IT leadership roles.

devices were distributed to students from

Brown facilitated a similar digital transfor-

school districts throughout the nation

mation to the one at Dekalb, while work-

regarding screen time and what might

ing for The Evergreen Public Schools in

that look like for my child, but they’re

Washington. “We were going through

used intentionally and with purpose

this exercise some years ago, about the

for access and to enhance learning.

same time as DeKalb and we started with

Students don’t have their devices on

what we called the Four Cs: creativity,

their desk all day. The teacher is instruct-

communication, collaboration, and critical

ing and can still use many different tools:

thinking. That’s pretty much still the prac-

paper, books, or other means. And then

tice here at DeKalb.”

when appropriate, instruct the students

DeKalb’s digital learning platform Verge, (constructed by global software developer ItsLearning) has equipped

to use the devices for whatever task they might be doing.”

Brown’s team currently has approx-

all students and educators with access

imately 175 employees with executive

to Virtual Learning. Students in grades

leadership in instructional technology

6 through 12 to take home devices to

supporting teachers as well as infrastruc-

continue learning. In elementary school

ture and support services responsible for

students have access to shared devices

the district’s network, enterprise systems

in mobile carts. Virtual assignments

& servers, unified communications,

and content can be delivered by the

cyber security and technical support to w w w.t h e i n t e r f a c e . n e t

23

name a few. Verge is a complete system

Fortune 100 companies” available 24

connected to DeKalb’s digital learning

hours a day, if not physically, then virtu-

platform, built on Itsearning’s manage-

ally. “And so, leadership and essential

ment system. That entire digital ecosys-

staff are always on call. We always felt

tem contains grade level, teacher-cre-

that way as a technology division within

ated content. “So, we provide the digital

education, but now we’re at the front

tools, and then they (the teachers) take

of the bus instead of the back, so to

those tools to create their own lesson

speak, because they’re utilizing these

plans. That’s the ecosystem running right

systems in a way they never have before,

now for teachers to virtually provide for

at all times of the day and night, glob-

the children.”

ally. We’re not always able to afford, as

According to Brown many public schools are expected to operate “like

24

a school district, the best of everything, but we want to make sure that we’re

DEKALB COUNTY SCHOOL DISTRICT

implementing enterprise equipment and

skills, managing budgets, professional

solutions with fidelity and leveraging

development, training and leadership.

Gartner for research and calls with indus-

“Communication and understanding the

try analysts about technology tools.”

problems you’re trying to solve, and

Collaboration is common in many

that they have a beginning and an end,

industries but is essential in public

and that they operationalize, are impor-

education. Brown’s background is in

tant. So that fits quite nicely into educa-

IT project management, more focused

tion. And one of the things I love about

with human capital and managing large

education is that we share. There is no

national technology projects, which

competition. We’re all doing the same

makes sense when most of the work

thing, and in the business to educate our

carried out in IT is through relation-

students, and so it’s wonderful to serve

ships, communication, organizational

and support. We pick up the phone and

w w w.t h e i n t e r f a c e . n e t

25

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DEKALB COUNTY SCHOOL DISTRICT

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We want to make sure that there’s at least a person within every school that can support the work we’re doing now from the digital transformation perspective” Derrick Brown, CIO DeKalb County School District

call our peers all over the country for

can adjust and modify the tools we’re

guidance, insight and learn from their

offering. For a true digital transforma-

experiences. It’s communication through

tion in instruction, we have to know what

the building of relationships, conferences

is happening at the schoolhouse and

and networking. We, IT leaders, have to

to have that open dialogue frequently

be tremendous listeners. Great listeners.

throughout the school year so that we

And not just building the tools that we

can continue to be agile and flexible.”

want, but making sure that it’s delivering

Many organizations, not just educa-

what our teachers, families and students

tion, are looking for thought leaders

need.”

because of the influence of IT at the core

DeKalb is incredibly fortunate that

of the business, from a data and analyt-

turnover of staff is low. That allows for

ics perspective through to the essential

the continued growth of the experience

functions, ERP, human resources, finance

within the team for succession planning

and all the tools that drive a business

and for creativity and new thinking under

to be connected and integrated. Brown

the leadership of new executive direc-

extolls the virtue of being able to commu-

tors. “It gives us an opportunity to get

nicate, articulate and understand what

into the buildings with our staff and begin

the business needs. “And even though

actively seeing and listening to students,

public education isn’t a business, we are

teachers and administrators. How are

in the business of educating children.

we meeting their needs? Because, at

Our product is human. And so, we want

the end of the day, it’s making sure that

to educate and eventually create global

we understand and are observing the

thinkers, not someone that just under-

behaviors in the classroom so that we

stood network design and computers. w w w.t h e i n t e r f a c e . n e t

27

The people who strategically know how to do that and who can groom talent to support that thinking and the mission of the organization as a whole.”

You would think with 7,000 teachers and 100,000 children, DeKalb would have a substantially good-sized organization to support its teachers, but there are only seven instructional technology specialists. However, the scale of the job at hand is not an issue to Brown. “What we’re doing now is as an ‘arranged marriage’, of a chief academic officer, myself and other district leaders. We have executive directors of curriculum and executive directors in technology plus instructional specialists on the technology side. As the next iteration my hope is to align with media specialists or other identified teacher resources in schools. We’re looking for jobalikes, if you will, within the schools so that each person or job title in that school, is linked to a similar role within IT, and then we can begin leveraging those partnerships to enhance support for teachers.”

Digital transformation faces many challenges and education has many of its own and so Brown spends a significant amount of time working with district leaders. “I call it storytelling. We first talk about where we’re going and provide a 28

DEKALB COUNTY SCHOOL DISTRICT

Derrick Brown CIO, DeKalb County School District

Derrick currently serves as the Chief Information Officer for DeKalb County School District (DCSD) in Georgia. DCSD educates nearly 100,000 students, supports 16,000 employees that serve in 142 schools and administrative offices.

Brown directs activities for approximately 175 employees and serves as chief strategist and visionary for comprehensive IT solutions including but not limited to governance, infrastructure and operations, technical support services, cybersecurity, and IT modernization for service delivery supporting academic goals and business systems & service. Derrick has more than 25 years’ experience with organizations such as Evergreen Public Schools as Chief Innovation Officer, CIO/ CTO of Pulaski County Special School District, PMO Manager for Portland Public Schools, and various roles in healthcare, telecom and other capacities with state and federal government agencies.

Derrick earned a B.A. in English Literature from Virginia Commonwealth University and his M.B.A. from Keller Graduate School of Management.

w w w.t h e i n t e r f a c e . n e t

29

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DEKALB COUNTY SCHOOL DISTRICT

voice and a choice. Teachers are used to

members obviously can’t support 7,000

being at the front of the classroom, facili-

teachers, but we want to make sure that

tating and being the master craftsperson

there’s at least a person in every school

t. And now we are saying ‘you’re going

who can support the work. Because

to continue to do that, but what would

the tools and resources are there, we

it look like if you just took this one thing

need people in the school to become

that you master really well and imple-

the experts of those tools to transfer the

ment it using technology?’ Rather than

knowledge. We were just having this

pulling teachers out of class to do profes-

leadership conversation where culture

sional development, we offer webinars

will beat strategy all day.”

and alternative learning options. We’re

According to Brown, schools need

not asking the teachers to jump into

to be mindful of not applying too much

the deep end of the learning platform.

pressure to principals. However, they do

We want to make sure that the support

require administrators to demonstrate

structures are there, and that they have

what they want the teachers to do and

a friend or someone in the building that

observe this through classroom walk-

can be called upon. The seven staff

throughs. This was a lesson learnt at w w w.t h e i n t e r f a c e . n e t

31

Brown’s previous job, where new devices

were five to 10 years fresh out of college,

and platforms were not simply “rolled

as they were used to these tools. For the

out”. “We got excited about the learning

other 70-80 percent, this represented

process and input from administrators,

a tremendous cultural shift. We have

teachers and students before saying,

pockets of excellence because we have

‘Let’s roll this out. Let’s build this amazing

some leaders that are exceptional in their

system of tools because it’s what’s best

own right, but from a digital instructional

for the kids and learning.’ Then we won’t

perspective, they’re not quite there yet.

wonder why everyone wasn’t utilizing it.

And so how do we best support those

They’d bought into it. Think of it from a

leaders and connect them with their

marketing perspective, we didn’t just give

peers through jobalike? We want to take

it to them. The ones that were excited

the schools and the leaders that are

about it weren’t just the innovators who

doing really well and partner them with

32

DEKALB COUNTY SCHOOL DISTRICT

of the tools that they have access to and how they can be implemented with fidelity, using the technology.”

IT is no longer a utility, but very much a strategic partner in educating students, and Brown feels that’s the critical role of the new CIO in digital transformation. “We aren’t just over here in the boiler room or data center, managing technicians and systems engineers and network engineers, and managing these systems. No, we’re actually in the boardroom. We’re helping make decisions for the entire organization because not only do we have access to the data, we also have access to the tools to make sure that everything is integrated, which changes the conversation for who we serve; the students, staff, families and the ones that might need some improve-

community. That’s what I’m excited about,

ment, so we can do some modeling.

and that’s why I want to be in education

Rather than us telling them what to do or

because that ‘systems thinking’ typically

what it should look like, it’ll be their peers

doesn’t come from the educational side.

within the same organization, within the

It comes from the business world, and

same school district, that help elevate

that’s where I got my start. And that’s

us to grow to where we need to be. IT

the shift that you’re beginning to see in

is married to curriculum and instruction.

education, where it used to be you were

They drive the work, and we’re their

a teacher, or a principal, and you went

co-pilot. They set the standards and we

from the principal to the administrative

implement them. And so, we’re at a point

office to be an executive. That is chang-

right now where we need to make sure

ing. The landscape is really changing.”

that all teachers understand the power

So, what does Brown see as a gauge w w w.t h e i n t e r f a c e . n e t

33

of success, with regards to his work at Dekalb? “I think graduation rates, student engagement and cultural organizational systems thinking shifts. That’s one of the most difficult parts with digital transformation. Some scholars will say it’s how the tools are being implemented. How often are they on? And for me, I don’t think that’s a good place to start because usage just tells you behavior. They logged on, that they were on it for X number of minutes or hours. For me, it’s looking at the grades and the outcomes and the learning and getting feedback from teachers. We look at the work holistically, and the whole child through SEL (social, emotional learning). So, for me, that’s how we’re going to measure success. ‘How does this make the student feel or excel?’”

Amid all these changes, Brown is now keen to implement some stability in order to harness and utilize the data being collated. “Let’s spend some more time thinking. Let’s spend some more time talking about what we want and what we need and make sure that we understand the requirements of it first instead of going out and purchasing a tool before we really understand what we’re going to do with it and how it’s going to meet our needs. It’s a tough nut to crack, it really is, because you’re changing a 150-year-plus tradition of sitting in desks in rows. But it’s a nut that we will crack.”

34

DEKALB COUNTY SCHOOL DISTRICT

w w w.t h e i n t e r f a c e . n e t

35

How SSE Energy Services’ pioneering adoption of automation is underpinning an industry-leading transformation that is setting the pace of change in the energy sector

36

37

C

hief Information Officer Philip

bring new products to market faster, with-

Clayson is putting digital agil-

out sacrificing quality.

ity at the heart of the compa-

With customers’ digital engagement

ny’s strategic transformation plans for the

increasing and the introduction of smart

future, following the recent acquisition of

metering within homes, SSE Energy

SSE Energy Services by OVO Energy.

Services knew it had to focus on digital

OVO Energy was founded in 2009

agility and innovative product offerings.

and redesigned the energy experience

In order to accelerate this direction,

to be fair, effortless, green and simple

SSE Energy Services appointed Philip

for all customers. Following the acquisi-

Clayson as CIO in August 2019, bringing

tion of SSE Energy Services, today OVO

experience of driving fast-paced digital

Energy and its Retail partners serve

transformation for companies including

nearly 5 million customers, all striving to

News Corporation, BT and TalkTalk.

deliver more affordable clean energy for everyone.

Clayson said: “With increasing numbers of new digital enabled products to deliver to market, at an accelerated

Introduction

pace, we needed to leverage technol-

SSE Energy Services has been supply-

ogy and expertise to help us drive up our

ing power to millions of UK homes for decades. The technology infrastructure within the company had been built and maintained with dependability and assurance at its core.

Clayson is now empowering the 1,000 strong IT team to adopt a learn-fast, failfast culture and mindset, while at the same time maintaining the performance and quality of their outputs. Key to achieving this has been extending the company’s partnership with Expleo. Through the adoption of Expleo’ automated testing solutions, SSE Energy Services can now 38

SSE ENERGY SERVICES

boost agility, shortening product and competitive advantage and increase our

system releases from several weeks

agility.�

to just a couple of days, by providing a

SSE Energy Services formed a strategic

pioneering approach to automation.

partnership with Expleo, a leading technology and engineering consultancy. As

Automation first

the two companies previously worked

Expleo was in an excellent position to

closely together, SSE Energy Services

advise the company on how to best

had trust in Expleo’s expertise to help

move to a framework that automated

with a key part of the programme. This

the entire testing lifecycle for all of its

would help SSE Energy Services main-

complex and integrated retail systems.

tain performance and quality, but crucially

Julie Heneghan, Client Director at w w w.t h e i n t e r f a c e . n e t

39

Expleo, said: “Many companies use auto-

Energy Services entrusting Expleo to

mation on low-risk, fringe applications

deliver best-in-class testing and assur-

and as a result deliver limited value to

ance that would reduce the cost and

their organisation. However, our in-depth

frequency of system defects.

understanding of SSE Energy Services’

Expleo helps SSE Energy Services

systems meant it was clear to us that an

to enable mass testing of the software

automation-first approach would deliver

deployed to customers for smart meter-

the biggest possible impact in terms of

ing. This includes testing the smart meter

value.”

itself before it’s installed into customers’

To help achieve the transformation,

homes, to testing the app on the in-home

the relationship moved from a standard

display which helps customers see how

services delivery model, to a strategic

much energy they are using.

and innovation-led partnership, with SSE 40

SSE ENERGY SERVICES

“Now, instead of a traditional services

supplier model, SSE Energy Services

with dedicated funds to formalise the

works in partnership with us to map out

creation of new ideas and concepts and

the future IT change roadmap safely in

ultimately put them into practice.

the knowledge that Expleo automatically

Combining the best of technology and

delivers the quality assurance they need

engineering, Expleo is a digital partner

without any effort on their part.� says

for the future for energy and electric

Heneghan.

vehicle companies. As energy and mobility markets converge, Expleo provides

Innovation to the fore

clients with end-to-end expertise in the

To best deliver the benefits of automation

design, development and implemen-

and other improvement initiatives in the

tation of a seamless customer experi-

future, SSE Energy Services and Expleo

ence. Its track record of delivery in smart

have created a joint innovation board

energy billing solutions, battery charging w w w.t h e i n t e r f a c e . n e t

41

technology, electric vehicles and the

quickly, but we can’t sacrifice quality.

wider smart grid puts it in a unique posi-

There are critical journeys where custom-

tion to help its clients innovate for the

ers rely on us to deliver every single day.

future.

Our automation-first approach and part-

“Innovation is at the heart of what we do at Expleo,” says Stephen

nership with Expleo has helped us to deliver quality to our customers.”

Magennis, Managing Director of Expleo’ s Technology business in the UK. “But

Exceeding expectations

for us, it’s about making incremental

In applying the new automation tooling,

changes, on a continuous basis, to drive

SSE Energy Services is already seeing

bigger overall gain. This also allows us

compounded benefits. These include

to monitor and measure each innovation

smoke-testing new environments in near-

and work out what it’s actually achieved

real-time and a reduction in manual test

for our client’s business, so we can take

effort of up to 65 per cent. “This enables

a swift decision on whether to keep it

the SSE Energy Services technology

or move onto something else that could

team previously involved in this area to

potentially have even greater impact.”

have more time to focus on new initia-

SSE Energy Services has continu-

tives for the company to accelerate the

ous insight into the progress of testing and innovation through Expleo’s Quality

pace of change”, says Clayson.

The direct result for SSE Energy

Intelligence Platform (QIP), part of its inno-

Services is that new customer offerings

vative AI and analytics offering. It moni-

can be pushed through faster – helping

tors execution and results, demonstrat-

it set the pace in the market. In fact, the

ing release on release productivity and

speed of output is now 2-3 days, rather

efficiency gains by aggregating the data

than 2-3 weeks or months with an overall

into a dashboard, giving a real-time and

cost saving of 60 per cent.

predictive view of progress, quality and velocity.

Tom Little, SSE Energy Services IT

Technology + people + culture = pace

Delivery Manager, who played a leading

Having the right technological tools is

role in the technical transformation, says:

a vital part of any digital transformation.

‘’We want to get our solutions to market

But in order for the investment to be a

42

SSE ENERGY SERVICES

w w w.t h e i n t e r f a c e . n e t

43

success, there needed to be an internal

providing Scrum Master training to key

shift within SSE Energy Services toward a

SSE Energy Services team members,

highly engaged, learn-fast fail-fast culture

including project managers and product

and mindset.

owners.

To this end, SSE Energy Services invested in upskilling staff, including introducing formal accreditation in

Industry leading digital transformation for growth

delivery management techniques such

With the acceleration of digital and agility

as Agile as well as technological disci-

at SSE Energy Services, it is now much

plines to increase agility from the bottom

more nimble when it comes to dealing

up. Expleo aided this programme by

with change. This proved crucial with the

44

SSE ENERGY SERVICES

unexpected arrival of Covid-19. The fact

Energy Services to swiftly respond to

that both internal and external partner

change. The team and our partners

teams were able to quickly pivot to oper-

including Expleo should be proud of

ating virtually, with no impact on services,

being part of what must be the biggest

demonstrates that its transformational

digital transformation the sector has seen

journey has brought additional benefit to

due to Covid-19.” says Clayson.

SSE Energy Services and ultimately its customers.

“Our digital transformation means

The company’s successful digital transformation, underpinned by its pioneering adoption of automation in partnership

that IT is now an engine for growth and

with Expleo, means that it is continuing to

competitive advantage. It enables SSE

set the pace of change in the industry. w w w.t h e i n t e r f a c e . n e t

45

Leveraging location technology for curbside pickup, instore order delivery, and payments Marc Wallace, CEO and Cofounder of Radius Networks, discusses how location technology represents the future of customer service in restaurants and retail...

WRI T T EN BY PRODUCED BY

40

D al e Bent on Cr ai g D ani el s

41

T

echnology has and always will

offer the same level of seamlessness that

be used to solve problems.

we experience in our own homes. The

At the very basic level, tech-

interesting thing however, is that this isn’t

nology is developed and used to make

necessarily a new challenge for restau-

things simpler. Just look at our day to day

rants and retail stores; these businesses

lives and the way that technology has,

have been looking to enable the most

for the most part, made our experiences

seamless and effective customer service

simpler which has changed the way

since the very beginning. The only real

we as consumers engage with retailers

thing that’s changed is the tools that they

and restaurateurs. We now expect and

have at their disposal.

outright demand that the businesses we enter and purchase food and items from 42

RADIUS NETWORKS

“At the end of the day, you really need to understand the problems that

your customers have, and then solve

table and the service staff has to locate

them,� explains Marc Wallace, CEO and

and identify the corresponding table to

Cofounder of Radius Networks, a location

that order. In some instances, more than

technology service provider. “In our case,

most, they may even walk throughout

customers are businesses, such as restau-

the entire restaurant before arriving at

rants, grocery stores, retailers or casinos;

the right table with the right customer.

so we are tackling very specific problems.

Through wireless-enabled location tech-

In most cases, those problems are taking

nology, Radius Networks has transformed

wasted time out of the equation.�

the customer experience by allowing busi-

Picture the traditional, and maybe even

nesses to track customers, improve profit

stereotypical, restaurant environment,

margins and ultimately increase customer

where a food order is ready to go to the

retention. w w w.t h e i n t e r f a c e . n e t

43

Customers have, and will always, vote

server’s attention to pay for your bill can

with their feet, and in order to retain those

be frustrating for the customer. It leaves a

customers, businesses need to be able to

bad taste in their mouth at the end of their

remove the pain points. As Wallace noted,

dining experience,” says Wallace. “We’ve

wasted time is one of the single biggest

developed solutions for making payments

pain points in customer service. Radius

remotely without contacting the server.

Networks offers location-based curbside

The server is notified when the bill is paid,

pickup, in-store and table service solu-

and they can focus their attention on

tions, as well as mobile payment technol-

real problems that other customers have

ogy to remove not only the one pain point,

instead of shuttling credit cards back and

but multiple pain points. “We’re addressing

forth.”

other key problems, such as payments.

At the time of writing, the world has

When you dine-in at a restaurant and

been gripped by the COVID-19 pandemic,

are in a hurry to leave, trying to get your

a truly unprecedented event that has

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completely devastated lives and econ-

it has risen dramatically. It was once within

omies all over the world. It has also

a business’s top ten things it needed to

completely ripped up the rulebook when

consider, and has now risen to the very

it comes to food and retail, with lockdown

top of their to-do list.”

restrictions forcing businesses to either

Radius Networks is currently offering a

close down entirely, or pivot to delivery

free version of both its FlyBuy curbside

services. Radius Networks’ FlyBuy curb-

and buy-online-pick-up-in-store (BOPIS)

side pickup solution was actually launched

software for restaurants, retailers, and

over 12 months ago, but it has fast become

non-profits during the COVID-19 crisis.

a key technology offering that is solving

By its very definition, location tracking

an unforeseen problem. By automating

technology appears to be very intrusive.

the curbside delivery service for custom-

It is tracking locations and using that data

ers, FlyBuy provides a turnkey, end-to-end

to inform decision making, after all, and

solution that uses the customer’s location

naturally that can cause a little fear and a

for a faster, easier order pickup experi-

hesitation. Wallace acknowledges these

ence. “There was already a pre-existing

concerns and understands them whole-

return on investment (ROI) with FlyBuy

heartedly. “We had a decision to make

because we were reducing the wait times

early on in the company whether we

for customers when ordering for pickup,

were going to harvest data and use it for

which results in more frequent visits” says

marketing purposes, or whether we were

Wallace. “Throughout this pandemic, curb-

going to be a privacy-centric company

side delivery has become the only channel

and focus on providing a solution,” he

that people can do, so the importance of

says. “We chose to be a privacy-centric

“At the end of the day, I think this goes for business philosophy in general, you really need to understand the problems that your customers have, and then solve them” Marc Wallace, CEO & Co founder, Radius Networks

w w w.t h e i n t e r f a c e . n e t

45

company, mostly because all of us, as individuals, wanted that for ourselves.”

“When it comes to us being a location company, we are very transparent with our customers, so that they can be transparent with their consumers about what we’re doing with their location data, what we’re using it for, and how long we’re keeping it.”

This transparency is built into the very DNA of the company. FlyBuy will only ever use the location data to alert the store when a customer is on the way and then has arrived onsite to pick up their order, and only after the customer has opted-in to sharing that information. After a period of time has passed, they will then delete that data entirely. Its policy dictates that it does not, and will never, share that data with any third party, giving customers peace of mind that their data is safe and used only as agreed when they opt-in.

Wallace believes that, while the reluctance and fear is understandable, consumers have access to services’ policies and can ‘do some homework’ in order to allay them. “I think, given the amount of options we are given today, customers can no longer just assume every location company is tracking or doing something devious with their information. They need to be aware when they approve location usage and when they don’t,” he says. “If 46

RADIUS NETWORKS

w w w.t h e i n t e r f a c e . n e t

47

Marc Wallace CEO and Cofounder

they can be sure that sharing their location brings value to them, whether it be to have a car service come to their exact location, or

Marc is a serial entrepreneur. He is

their groceries meet them at their

the co-founder and CEO of Radius

car immediately upon arriving in

Networks, Inc., located in Washington,

the pickup zone, they will happily

DC. Prior to Radius Networks, Marc

share their location. Once they

co-founded several other success-

have established a level of trust

ful startups, such as District Taco,

in the people that are request-

a Mexican-food fast casual chain in

ing location permissions, and see

DC, where he serves as Chairman,

the benefits it brings to their lives,

and SwapDrive (backup.com), an

there is no problem.”

online backup company acquired by

Radius Networks was founded

the Norton division of Symantec in

in 2011, and for the best part of a

2008. Before creating SwapDrive, he

decade, it has grown from strength

served at Orbital Sciences Corporation

to strength as a business, working

as an aerospace engineer and engi-

with the likes of McDonald’s, Five

neering manager across multiple

Guys, and Coca-Cola, as well as

successful rocket and spacecraft

being recognized in the INC 500,

launch campaigns. Marc holds a B.S.

the Deloitte Fast 500, and the CIO

in Engineering from Cornell University

Magazine’s Most Promising Digital

and a M.S. in Information Systems from

Experience Solution Provider. But

George Washington University.

none of these successes would have been made possible, without a solid and sound foundation within the business. “I’ve been told by people ‘wow you guys got really lucky.’ Luck had absolutely nothing to do with it. Our mission is to solve problems for businesses, and right now businesses need our

48

RADIUS NETWORKS

w w w.t h e i n t e r f a c e . n e t

49

50

RADIUS NETWORKS

help more than ever. There were a lot of really difficult times over the years where we worked hard and earned the right to stay in the game, and we are once-again earning it right now,” says Wallace.

“Take FlyBuy as an example. I’ve been asked as to whether I thought this piece of technology that we developed over the last few years would ever be as important as it is right now. Yes. Yes I did, and so did everyone else on our team, and that’s key to our success as a company. Every single person at Radius Networks is engaged and believes in what we do.”

In these times of crisis, the spotlight has shifted significantly onto those business fundamentals and Wallace is extremely proud of the business he has built and the people within it. “The business principles that we’ve been practicing over the last few years have paid off. We are a strong company with sound fundamentals and sound financials. We haven’t over extended ourselves, either from an investment perspective or from an expenses perspective and that’s paying off for us now,” he says.

“It is tough in the current environment to point to positives, because you almost feel ashamed to do so. I think we’ve done a lot as a company to help others; we’ve given w w w.t h e i n t e r f a c e . n e t

51

our product away for free to hundreds of

communicates in an open and transpar-

small businesses, thousands of locations,

ent way with its customers, the same

with no obligation, and it’s a testament to

rules apply from within. He admits that

the work we have done to get to this point.

the pandemic has, ironically, made that

A lot of companies are doing a lot of good

communication better in some aspects,

work to help each other right now and

but it has always been a key part of what

they can do so because they are built on

makes Radius Networks tick. “We’re talk-

solid foundations.”

ing to our customers all the time. My team

Those foundations start from the very

is the best team in the world. They’re

top. Wallace is a key advocate in commu-

working in overdrive right now, communi-

nication. Much like Radius Networks

cating at such a high level, and listening

52

RADIUS NETWORKS

to customer needs, because their needs

upfront about everything that may come

have changed dramatically,” he says.

up along the way.”

“As the CEO, I try to have frequent

Listening to the customer is key. That

hands-on-deck tag-ups with everybody

much is no secret. But when it comes to

to give them an update and try to be as

technology, listening to customers is abso-

transparent as possible about the status of

lutely essential when ensuring that what

the business and what’s happening. I do

you’re offering is what the customers need

this so they can feel comfortable that they

and what they want. Wallace’s role as the

have a job today, and they’ll have a job

CEO is not to sit at the top of the busi-

tomorrow. We work together to come up

ness and leave it to everyone else. He is

with our team goals, and stay aligned and

very much active and engaged at every

“It’s about persisting through the bad times, just like the good times, and trusting your business fundamentals and experience” Marc Wallace, CEO & Co founder, Radius Networks

w w w.t h e i n t e r f a c e . n e t

53

level to ensure that everything Radius Networks is doing is driven by the customer. Wallace is proud of the culture within his business and often finds himself sitting on a call with a major customer and beaming at how well his team listens and understands the customer’s needs and how Radius can successfully address them. “I’m so proud that we, as a team, have a culture that takes so much pride in their work,” he says. “Our people have always been solid employees, pre pandemic, but they have become absolute rockstars today.”

In addition to his team, Wallace credits much of Radius Networks’ success to the partnership ecosystem that they have built over the years. “Our partners, such as AOPEN, Olo, Apple, Google, ShopperKit, Rigado, Toast, NCR, and Oracle, have been essential to our growth and success,” says Wallace.

The world as we know it has changed forever and we cannot begin to predict what this new world will look like post pandemic. One thing is for certain, communication, and the way in which businesses engage with their customers, will never be the same again. Radius Networks has enjoyed success after success over the past ten years, and as we all experience great uncertainty, the goal for Wallace is to continue providing valuable location technology for many years to come. The key to succeeding, regardless of such uncertainty, remains the same for Wallace and his team. “Persistence,” he says. “It’s about persisting through the bad times, just like the good times, and trusting your business fundamentals and experience.

Being transparent with employees and having a good team around you is key.”

54

RADIUS NETWORKS

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55

A digital transformation Interface Magazine talks to Vladimir Arshinov, IT Director at steel producer SIJ Group regarding the company’s massive digital transformation

56

WRI T T EN BY

Andr ew Wo o d s

PRODUCED BY

And y L l oy d

57

G

oing into 2017, SIJ Group (Slovenian Steel Group) – Slovenia’s biggest steel

producer and one of the largest manufacturers of stainless and special steels in Europe had typical IT structure with semi-independent IT departments on each plant. And like many modern enterprises, SIJ was at work drafting a strategy to transform its operations, systems and processes into a more unified structure in a bid to improve productivity, safety and the all-important bottom line.

Vladimir Arshinov is SIJ’s IT Director and his initial focus in 2017 was trained on the digital transformation of SIJ’s IT department to a more transparent organization with a clear workflow. Previously, IT was a department of innovation with each individual plant having its own independent function, none of which connected with each other, often across varying geographies. “This meant that lots of efforts were wasted solving the same issues with different solutions,” Arshinov reveals.

58

SIJ GROUP

At the end of 2017, SIJ established a Project Management Office. PMBOK was selected as a master methodology and the Head of PMO received PMP certification and developed internal regulation documents, rules and methodology.

After finalizing the initial establishment phase, hiring project managers and the organization of the operational work, SIJ came to the conclusion that to raise the scope and complexity of the projects program, they needed a tool. The MS Project Management Server was duly selected and implemented allowing SIJ to simplify observation of the progress of projects and control, while ultimately reducing duration. Project team meetings were almost eliminated, and the distribution, control and execution of project tasks, were assigned to the project team members who managed and controlled projects including budget consumption.

Each project member would then be measured for effectiveness. w w w.t h e i n t e r f a c e . n e t

59

Turning the IT department into a

companies SIJ had a bulk of different IT

leaner function was a massive first step

systems, which were supplied or devel-

for SIJ as it needed a firm foundation

oped in the past and had to be either

upon which all future innovation could

permanently supported, or, due to the

sit. And so, the next step in SIJ’s inter-

business requirements, changed. One

nal IT transformation was aimed at the

concern with the legacy system was the

most sensitive and critical area: software

reliance on locally based productive soft-

development. As with many metallurgical

ware developer engineers developing

60

SIJ GROUP

Vladimir Arshinov IT Director SIJ Group Arshinov has 17 years of experience within the metal industry working across several territories including Russia, Saudi Arabia, Bahrain, USA, Italy and Slovenia.

Arshinov’s work includes roles as varied as SCM Director, CIO, Architecture and Developing Center Director, Commissioning engineer and software developer at institutions such as Moscow State University of Steel and Alloys, Automation.

new solutions and then, after, support-

SIJ IT considers people as its major

ing them, resulting in a massive drop in

asset and were determined to break

development speed, as development

the vicious circle of “one system - one

and the subsequent support increased.

person - forever”.

This situation was causing overload-

“What we did from an organizational

ing, burnout and frustration, triggering a

point of view was to unify all geographi-

desire to change something; sometimes

cally distributed developers from 4 differ-

resulting in employer change. However,

ent companies into the several virtual w w w.t h e i n t e r f a c e . n e t

61

groups in each department,” Arshinov

board monitoring and control. Process

explains. “Each group has a Team Leader

and technical solutions now allow SIJ to

role, who assigns tasks to the group

involve external software development

members and controls the execution of

partners into the development process

each individual task.”

while controlling their activities, deliver-

Development at SIJ is now organised

ables and costs. Developers can now

according to an agile approach using

use the Azure DevOps Server with the

scrum boards and Microsoft Project

scrum board and are now able to regis-

Server to control all the time sheets

ter change requests in their system by

of the people involved in the projects,

themselves, where they see the progress

plus their schedules and budgets. SIJ

of all individual change requests coming

uses Microsoft Azure DevOps Server

through the process with the integration

for unified storage of inter-company

of the IT Director informing the exchange

source code and Change Request Scrum

and updating the status of the task

system was changed (from Oracle BI) to

development.

In October 2019 SIJ revamped

MicroStrategy for usability and a unified

and migrated its Corporate Business

interface. Now, SIJ has a system that

Intelligence system to a new

looks the same no matter the device

MicroStategy platform. The project

it’s accessed from. This project allows

took six months and provided SIJ

us to organize and develop the team

with an extensive corporate Business

that tests the trial usage and devel-

Intelligence system with more than 180

ops the processes of the PMO (Project

different dashboards covering produc-

Management Office) inside the IT

tion, finance, sales, procurement, HR,

function.”

Legal and investment functional areas.

The BI System contains the entire

The overwhelming majority of the data

spectrum of corporate data and allows

now uploads automatically and the

SIJ to move quickly and transparently

business intelligence tool has created

when taking a management decision,

a unified reporting system across the

while reducing the number of mistakes,

group utilizing the same source of

misunderstandings and time-consuming

data in order to integrate it. “There

meetings.

was huge involvement of the busi-

The next system to be unified across

ness customers with Oracle BI and this

the group was the Salesforce CRM

year, we moved to this new platform,”

system, which is now fully integrated.

Arshinov explains. “The front end of the

Then, an Oracle supplier portal followed,

“We are not an IT company, that’s understood,” Arshinov explains. “But we are supporting services inside the business, and of course our main concern will always be supporting the production of steel” — V L A D I M I R A R S H I NO V, I T D IR E C T O R AT S T E E L P RO D U C E R S I J G RO U P

w w w. th e i n te r fa ce. n et

63

which opened the possibility of organ-

incorporating the Oracle Business

izing tenders, thus massively simpli-

Suite, has improved the delivery, safety

fying the purchasing process. Oracle

and performance of SIJ’s plants. “We

Innovation Management is another

improved Delivery Performance OTIFF

successful implementation, which,

(on time and in full) of a stainless

although a relatively small project, has

steel plant by 12.8% in six months,” he

had a big influence on the business

enthuses. “And we shortened the produc-

transformation and innovation through

tion cycle by 15,4% from ordering to ship-

increased flexibility. “It is also used to

ping, which is a brilliant result within six

motivate people to suggest improve-

months of going live.”

ments and new innovative ideas,” he

In SIJ Matal Ravne has replaced the melt shop technology system and entire

says.

So, what have been the major

plant manufacturing execution system

successes, according to Arshinov, follow-

to replace the obsolete legacy system

ing the ongoing digital transformation

– which had zero planning functional-

at SIJ? “The main difference between

ity – with PSI Metals. “First of all, we’re

now and then was that each individual company was living alone, and I see now that the IT function in this case is unifying the people and allowing them to speak in a single language. It doesn’t matter if it’s a steel center or a big plant,” he explains.

Costs have been dramatically reduced too, outsourcing being a prime example.

In 2016, SIJ was spending more than 70% annual budget for operational external services. For 2020, that part of budget reduced to 40%. Meanwhile, the capital investments part of the budget has grown from 4% in 2016 to 56% in 2020.

The implementation of a Supply Chain Planning system (from Quintiq) 64

SIJ GROUP

“Through this massive digital transformation, SIJ has also managed to increase quality control through sophisticated AI, which has massively impacted its operations” — V L A DIMIR A RS H I NO V, I T D I R E C T O R AT S T EEL P RO D UCER S I J G RO UP

increasing the level of understanding and the knowledge of the internal IT team, while dramatically decreasing project cost by involving internal specialists into the supplier team. That allows us to save several hundred thousand Euros of project budget and it’s a win-win situation for the supplier as well. First of all, the supplier is receiving our team, which knows the production and the limitations and has extensive inside knowledge. At the end of the day, the commercial value, in this case, is the cheaper price. Cheaper than anybody else is able to receive.”

Another and no less important project for Sij Metal Ravne is the joint development work with Comtrade Laboratory Information Management System (LIMS).

Laboratories in metallurgy companies are complicated and highly demanding environments with unique processes required for quality control of all products and this solution covers and improves core laboratory processes and will be highly integrated with the PSI manufacturing execution system from one side and Oracle ERP on the other. w w w.t h e i n t e r f a c e . n e t

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“ …the IT function in this case is unifying the people and allowing them to speak in a single language” —

V L ADIMIR ARSHINO V, I T DIR E C T OR AT S T EEL PRODUCER SIJ GROUP

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SIJ GROUP

Through this massive digital transformation, SIJ has also managed to increase quality control through sophisticated AI, which has massively impacted its operations. The acquisition of scrap metal, a major influence on SIJ’s bottom line, can now be influenced through advanced detection systems that can detect impurities, thus representing huge savings when it comes to procurement. “The conservative saving is €1.4m,” he says.

The digital transformation at SIJ is touching every aspect of the company’s growth and is certainly an ongoing journey rather than a destination. “We are not an IT company, that’s understood,” Arshinov says. “But we are supporting services inside the business, and of course our main concern will always be supporting the production of steel. But we’re not there yet.”

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5 AREAS TO BOOM POST COVID-19 The Covid-19 virus has caused global economic catastrophe, but are there any areas of industry likely to benefit?

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AN DR E W W OODS

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Digital collaboration The ability to work from home/remotely was paramount to keeping many businesses afloat during 2020 and so expect further innovation in this field, where Cisco Webex, Zoom, Skype Business, Microsoft Teams, Google Hangouts and Meet have become parts of our work and lifestyles.

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5 AREAS TO BOOM POST COVID-19

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5 AREAS TO BOOM POST COVID-19

Healthcare The roll-out of 5G has certainly been hampered by Covid-19, but its importance in the medical sphere will be significant going forward. The ability for remote diagnosis and sharing of data sets will also become industry standard as expertise becomes maximised. Apps are also instrumental in tracking and tracing the disease. The Chief Executive of NHS Digital Sarah Wilkinson told Digital Health News that healthcare technology rolled out at scale to fight Covid-19 is “here to stay�.

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Digital Operations Management The pandemic saw increased use of digital-only services and in turn the need for real-time risk controls will only increase to reduce costly outages.

See companies such as PagerDuty booming as customer experience and the safety, dependability and trust it requires become the hot topics of 2020.

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5 AREAS TO BOOM POST COVID-19

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5 AREAS TO BOOM POST COVID-19

Education Remote learning and teaching were certainly put to the test when Covid-19 struck. 2020 will see this sector explode as companies look to enhance and bolster their offerings. Schools and universities will be expected to behave in pandemic conditions even once the virus has gone and universities could see sizable portion of their offerings opened up on a global scale through digital portals.

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Energy Restrictions on movement and needs for social distancing will undoubtedly see a rise in IoT use, particularly in the energy sector where smart homes and factories will relieve pressure on mobile networks by connecting directly through the internet. Municipal infrastructure will also become more reliant on remote sensors alerting them to possible power surges.

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5 AREAS TO BOOM POST COVID-19

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UnionBank – Betting on digital W E E X P LO R E H O W U N I O N B A N K P U T S I T S M O N E Y O N D I G I TA L T O E S TA B L I S H I T S E L F A S A T R U E BANKING LEADER IN THE PHILIPPINES

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D al e Bent o n K i r on Cha vd a

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D

igital disruption and the concept of digital transformation is a conversation being

had the world over, in every industry.

Organisations and individuals are, and have been for a number of years, investing in transformation in order to embrace the new digital world. This, understandably, can cause fear and reticence as these businesses face numerous challenges and shifting market dynamics that force them to play their hands in fear of losing out to competitors and worse, losing relevance to customers. In the Philippines, one such company has grabbed the reigns of digital transformation and digital banking and established itself as a true leader in the information age. UnionBank is one of the largest banking institutions in the Philippines and has continuously positioned itself as a leading digital bank to best serve the growing needs of Filipinos everywhere.

The company’s very own President and Chief Executive, Edwin Bautista, said it best himself when he proudly acknowledged that UnionBank is leading the way in the digital conversation in the Philippines. “We were the first Philippine bank to make a big bet on digital transformation,” says Bautista. “Everyone talked about it, but we were the first to 88

UNION BANK

put our money where our mouth was. At first, we did it out of fear of digital disruption, but now we’re seeing ourselves as a disruptor too; and given our lead in this area [we have a chance to] leapfrog the competition.”

Through its digital transformation strategy, UnionBank continues this big bet on digital transformation as it looks to deliver superior customer service to the digitally enabled customers of today, and play a key role in the Philippines’ push to be a G20 country by 2050 and truly power the future of banking.

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Through a digital transformation

OutSystems is a software company

service you want,” says Mark. You

strategy, Union Bank, one of the

that provides a low-code platform

can do everything by yourself or

largest banking institutions in the

for rapid application development,

you can bring in people to help you.

Philippines, continues to place a

enabling companies to embark on

Be it servicing your car, learning to

great bet on digital transformation

a digital transformation journey.

speak French, or wanting to become the best painter in the world. You

as it looks to deliver superior customer service to the digitally ena-

“Our relationship with Union Bank

can do it naturally or you can have

bled customers of today, and play

is that we are a system supplier

training to help you do so. That’s

a key role in the Philippines’ push

who can provide the capability for

what we do as a company and we

to be a G20 country by 2050 and

them to transform their business,”

are very successful in doing it.”

truly power the future of banking.

says Mark Weaser, Vice President APAC, OutSystems. “We do this

Through the use of Technical Suc-

In recent years, the banking and

by A, training up their employ-

cess Manager assigned to custom-

financial industry within the Phil-

ees on our technology, B, better

ers like Union Bank, OutSystems

ippines has changed dramatically

enabling them, and C, support-

enables a constant dialogue to of-

and in turn, this sparked the initial

ing them and encouraging them

fer mentoring and problem solving

discussions around digital trans-

to build all the applications they

and white boarding. This allows

formation for UnionBank. This also

need to move archaic systems

OutSystems to align itself fully with

falls in line with the broad ambition

across to a fast, modern system.”

the customer and be seen as more than a supplier or a partner. “Each

of the Bangko Sentral ng Pilipinas (BSP), the central bank of the Philip-

This relationship is typical of the

customer has a different journey

pines, that looks to raise the volume

way that Outsytems works with its

and different objectives, but we’re

and value of electronic transactions

customers. Customers such as Un-

not just trying to push our prod-

in the country from its present

ion Bank, work with partners under

uct. We try to align ourselves and

“negligible” level of 1 percent of

the OutSystems umbrella to move

try to be the customer,” says Mark.

all transfers to 20 percent by 2020.

forward, adapt and adopt the low code technology. OutSystems goes

“We ask ourselves, are we a suppli-

A key part of this transformation

beyond the traditional perspective

er who’s just trying to persuade a

saw Union Bank look to redefine its

of a strategic partner in that it deliv-

customer to buy in more products?

customer service function through

ers more than a service, by bringing

No, we’re trying to understand why

technology enablement and imple-

people into the business to work

customers want those products,

menting a culture of innovation. This

closely with Union Bank and to train

and why they want these features

is where Union Bank’s relationship

them and support them as they im-

and what benefit they’ll get from

with OutSystems comes into play.

plement the technology in order to

it. That’s what makes our rela-

Ranked as one of the world’s lead-

realise the true value of it. “We can

tionship with Union Bank so suc-

ing cloud employers and trusted by

do as much or as little as is needed.

cessful, because we are aligned.”

thousands of customers worldwide,

It’s the same as buying any level of

“ I T ’ S A L L I N T H E S E R V I C E O F W H AT G OT U S H E R E , W H I C H IS OUR FOCUS ON OUR P E O P L E , O U R L OYA LT Y TO O U R C U S TO M E R S , A N D O U R A B I L I T Y TO W O R K TO G E T H E R A N D E N J OY T H E S C A L I N G OUT PROCESS.” —

HENRY AGUDA, CTO, CTOO AND CHAIRMAN OF UBX

In recent years, the banking and financial industry within the Philippines has changed dramatically and in turn, this sparked the initial discussions around digital transformation for UnionBank. This also falls in line with the broad ambition of the Bangko Sentral ng Pilipinas (BSP), the central bank of the Philippines, that looks to raise the volume and value of electronic transactions in the country from its present “negligible” level of 1 percent of all transfers to 20 percent by 2020. “The banking industry in the Philippines is dominated by maybe a few major players holding the largest market 92

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share in terms of traditional banking. And

financial services is now proving that it

there has been little innovation, I would

can be an easy experience and that it

say, prior to the entrance of fintech into

can be available to most, if not all.”

the country in recent years,” explains Ana

At the very start of the transformation

Delgado, Chief Customer Experience

journey, UnionBank recognized that it

Officer and Head of Consumer Finance at

needed to redefine its customer service

UnionBank. “The introduction of fintech

function and its technology enable-

has really forced the banks to rethink

ment. This is where Delgado joined the

their strategies and rethink their rele-

business, as she was asked to estab-

vance. What they’ve changed in the

lish a customer experience practice in

customer’s mind, is this notion that bank-

the bank. Over the last four years, this

ing has to be something tedious and that

experienced team has evolved dramat-

is difficult and not everybody is eligible

ically from an initial roster of four to

to be part of the banking system. They’ve

24 people that now covers all things

democratized payments, so access to

digital including UX, UI, marketing and w w w. t h e i n t e r f a c e . n e t

93

YEAR FOUNDED

1981

REGION HQ

Pasig City, Philippines

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95

web development. Working alongside

expertise of existing people within the

Delgado and driving this transformation

business. So, it’s not like we came in with

is Dennis Omila as Chief Information

the mentality that we’re the ones that are

Officer and Henry Aguda as CTO, CTOO

going to transform you,” he says. “We

and Chairman of UBX - UnionBank’s

needed to collaborate and respect the

fintech division.

depth of the experience of people within

While Delgado has worked with

the bank, but at the same time, lever-

UnionBank for a number of years, both

age on things that we’ve been exposed

Omila and Aguda come from the telco

to in our respective industries. We really

industry, something that Delgado thinks

provided a lot of respect to the different

speaks volumes as to need to bring

perspectives and we made use of that.”

different experience and skill sets into the organization as it looks to cement its position as a true digital leader in banking. “When we started the digital transformation, we actually recognized that since our competitors were fintech and technology companies, we needed to change the talent set in the bank and we couldn’t do this on our own,” says Delgado. “Hiring people from various background, specifically telco, the tech companies, data analytics was crucial and it continues to be crucial in our journey because if you think like a banker, or if we continue to just think like bankers, we would never take the risks that we’re taking.”

Omila agrees with this sentiment: “When we came in as new talents, there was a great deal of respect for the experience and depth in terms of the 96

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Aguda leads the fully owned subsidiary

and changing the expectations of our

called UBX. UBX, as Aguda describes,

customers for banking,” she says. “We’re

is “technically a tech company”.

trying to rewrite what banking means.

Incorporating another company, UBX

Frankly, in our customer’s eyes, banking

acts as UnionBank’s technology arm, and

is a tedious and painful experience and

this subsidiary is made up of people and

we also believe that it does not have to

talents from a number of different indus-

be. In fact, it can be a delightful expe-

tries and this allows the company to take,

rience and that’s what we’re trying to

as Delgado states, “calculated risks.”

achieve and UBX and the varied skill sets

“When I say risk, I mean the risk that

in our organization enable us to do that.”

involves changing the business model

These calculated risks that UnionBank

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97

can afford to make reflect a changing

200+ digital openings a day and that

customer. While the company looks

makes us a major contributor to the BSP

to break that mindset of tedium with

goal of increased digital transactions by

regards to banking, this is a tedium that

2020.” Being the only one to introduce

has developed through digital enable-

these capabilities represents the compa-

ment. The technology landscape within

ny’s approach to innovation and what

the Philippines has changed and so

truly sets it apart from its competitors.

customers are more connected than

Through the advent of UBX, UnionBank

ever before. As Aguda notes, it is no

can look at exploring the fintech disrup-

longer a challenge of overreach for

tion a little differently. No longer will the

banks, it’s now a challenge of qual-

organization, understandably, look at

ity. “Mobile phone penetration rate is

fintech organizations and try to incorpo-

about 110%, meaning more people have

rate or almost copy their best practises,

multiple phones. The total phone base

they can use their varied expertise and

in the Philippines could be around 110

“do one better.”

million, with around 75% of those being

A transformation is a journey and an

smartphones. More people are enjoy-

organization needs to establish a strate-

ing connectivity and smartphones,” says

gic roadmap with clear goals and

Aguda. “What that also means is that

desired outcomes, this is only

more people are looking towards online

natural. With UnionBank, things

banking, convenience banking as well,

were a little different. Aguda

so that they can do most of their transac-

believes that the organiza-

tions with their device.”

tion is “strategy in motion”

This has seen UnionBank introduce

and works towards a broad

digital account opening capabilities, the

statement and a flexible

only bank to do so in the Philippines,

approach that enables

something that has been well received

innovation and challeng-

from customers. “UBP is the only local

ing new ideas. That broad

bank that introduced the digital account

statement is to provide digi-

opening and so far it’s been a huge

tal banking services for 50

success on our end,” says Omila. “Only

million customers. Considering

recently we were averaging close to

there are around 100 million

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“ W E N E E D E D TO C O L L A B O R AT E A N D R E S P E C T T H E D E P T H OF THE EXPERIENCE OF PEOPLE WITHIN THE BANK, BUT AT T H E S A M E T I M E , L E V E R A G E O N T H I N G S T H AT W E ’ V E B E E N E X P O S E D TO I N O U R R E S P E C T I V E I N D U S T R I E S . W E R E A L LY P R O V I D E D A L OT O F R E S P E C T TO T H E D I F F E R E N T P E R S P E C T I V E S A N D W E M A D E U S E O F T H AT ” —

DENNIS OMILA, CHIEF INFORMATION OFFICER

people within the Philippines, and a total banking population of around 20 million, this broad statement highlights the ambition and confidence in its own abilities to achieve it. This confidence stems from the very top of the business as it challenges each and every person within the business to push harder.

“It’s not so much the number, it’s the aspirational part of trying to think out of the box,” says Aguda. “Our chairman’s philosophy is, if you set a target that is beyond reach then people will start thinking out-of-the-box.

Our strategy is around capturing those customers, but it was focused on making our people aspire for something more in order to achieve that.” The initial phase of the transformation strategy saw the company work to establish this culture of innovation first and foremost and only then could it look to data consulting and enterprise architecture which guided its technical people on what to build in line with what the customer wants, and the business requires.”

Make no mistake, innovation has been a clear competitive edge for UnionBank since the turn of the century. w w w. t h e i n t e r f a c e . n e t

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This transformation journey is one of taking that innovation curve further. “We launched the first internet banking in the Philippines, we had the first debit card,” says Delgado. “So, innovation has always been a huge part of who we are and how we compete in the market and differentiate from the other banks. This innovation comes from our agile mindset – from the top down we work in an agile way where teams and leaders are empowered to make their own decisions, so it allowed us to really be faster, be more nimble. It’s like a start-up mentality.”

In discussing transformation and digital disruption, it can be easy to forget that ultimately the key driving force for all of this is and always will be the customer.

So how does changing a culture, driving an agile and innovative and empowering workforce mindset translate into customer success? UnionBank is all too aware of the shifting dynamics of its customer base. Some will be digital ready and demanding of newer channels, others may be reluctant to embrace technology. Delgado highlights that when building its new customer experience, UnionBank was very cognizant towards this. UnionBank hasn’t removed branches, rather it has invested in transforming the experience of the branch as well as the digital channels in service of delivering the best customer experience. It has done this through investing in three pillars: physical, digital and human channels.

“By investing in these pillars, through human touchpoint technologies and digitizing the branch experience,” says Delgado. “We’re embracing the fact that there are some clients who will take more time and need more assistance to move on to digital channels or 100

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101

“ T H E I N T R O D U C T I O N O F F I N T E C H H A S R E A L LY F O RC E D T H E B A N KS TO RE T H I N K T H E I R S T R AT E G I E S A N D R E T H I N K T H E I R R E L E VA N C E ” —

ANA DELGADO, CHIEF CUSTOMER EXPERIENCE OFFICER AND HEAD OF CONSUMER FINANCE AT UNIONBANK

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not at all, and catering to the wide range

easy journey ahead. “I think the key is

using customer experience approaches.”

really to have the values and elements

The future of UnionBank is one of

that allows us to get there,” he says. “It’s

opportunity. The company is targeting

about continuing to embrace change,

an ambitious 50 million banking custom-

having a learning attitude and being

ers in the coming years and it has and

collaborative.”

continues to invest in the technology and

This learning attitude and collaborative

the culture in order to get there. Omila

approach will see UnionBank continue to

recognizes that it’s not going to be an

invest in technologies and enable greater innovation but for Aguda, it’s about remaining focused. “It’s all in the service of what got us here, which is our focus on our people, our loyalty to our customers, and our ability to work together and enjoy the scaling out process,” he says.

“Ultimately, at the end our north star, our compass is really the customer and whether we are able to provide value and experience to them. That’s what will allow us to understand the direction they’re going to take and not to digress from that. We must keep the customer at the heart of what we do.”

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PCI Pharma Services Digital Transformation Journey Your bridge between life-changing therapies and patients Interface Magazine talks to PCI Pharma Services on its strategic digital transformation journey, sharing how they are creating industry leading customer experiences and an efficient and collaborative pharma supply chain organization.

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Andr ew Woods Cr ai g D ani el s

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P

CI Pharma Services is a trusted partner for pharmaceutical and biopharmaceu-

tical companies, providing clinical and commercial supply chain solutions in the shared goal of improving patients’ lives.

PCI invests in organic growth as an innovative supply chain solutions provider delivering operational excellence. In addition, it enhances its offering through strategic acquisitions and partnerships and in doing so, meet the future needs of a global customer base. By differentiating itself, PCI continues to provide industry-leading customer experience through investment in both digital and technology and its biggest asset: people.

Digital transformation is now a key

Wayne Hull Chief Digital and Technology Officer PCI Pharma Services Wayne is responsible for PCI’s global digital transformation strategy, information technology and marketing. He is globally recognized for his digital and technology thought leadership. He has previously held senior executive positions with Accenture Digital Africa and Cisco Middle East, as well as building a global IoT start-up.

differentiation for PCI as part of its business strategy. PCI’s goal is to create new digital customer experiences, whilst

processes and IT. “What Wayne truly

achieving more collaboration and effi-

brought to us and the board was a fresh

ciency across its global organization.

perspective. Many of our leaders have

Salim Haffar is a progressive CEO and

spent many years in the same industry,

it was his vision, in collaboration with the

healthcare, which is highly regulated, and

PCI Pharma Services Board, that initi-

hence risk and change averse. We are

ated the PCI digital transformation jour-

known for our industry leadership and

ney. The Board, with Haffar, enlisted the

how we service the customers. It’s really

services of a global digital transformation

an exceptional DNA of customer centricity

specialist, Wayne Hull, to lead the digital

and digital and technology that’s going to

and technology strategy of transforming

add another level to how we interface with

PCI’s customer experiences, business

customers. It’s going to be leading edge,

106

PCI PHARMA SERVICES

“ We are all about aspiring to new levels of customer experience and differentiation” — WAYNE HULL, PCI PHARMA SERVICES, CHIEF DIGITAL AND TECHNOLOGY OFFICER

scalable and differentiating, and that’s

instrumental in creating the value crea-

what excites me,” says Haffar.

tion initiatives.” The PCI team set three

Wayne Hull, who is now PCI’s Chief

strategic goals based on an extensive

Digital and Technology Officer, led the PCI

amount of research around the pharma

digital and technology strategy in collab-

and contract manufacturing industry digi-

oration with the company’s major private

tal trends, as well as an innovative inter-

equity investor Partners Group Industry

nal design-thinking process to stimulate

Value Creation team and the PCI execu-

the ideas from the teams. These goals

tive and management team. According

being: enhancing customer experiences

to Hull: “The strategy became a One PCI

to fuel growth, digitizing core business

strategy, and the ideas across the PCI

processes to achieve collaboration and

executive and management team were

efficiencies, and aligning I.T. capabilities w w w.t h e i n t e r f a c e . n e t

107

CHOOSE TO ACCELERATE OFFERINGS CREATE INSPIRING EXPERIENCES EMBRACE DIGITAL TRANSFORMATION BE EXCEPTIONAL

GlobalLogic.com | Digital Product Engineering | Click to Learn More HE ALTHCARE — A U T O MOT IVE — MEDIA — COM M U NI CATI ON S — R ETAI L — I N DUSTR I AL — TECH NO L O GY

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PCI PHARMA SERVICES

for scale.”

Brad Payne, Chief Operating Officer at

very people it will affect. As Hull puts it: “digital is primarily about people, and the

PCI explains: “Our ability as PCI to digi-

technology is secondary”. Angi Calkins,

tally transform how we operate is critical

Chief Human Resources Officer at PCI:

to the way we service clients now and in

“Our digital transformation is neces-

the future. This requires new processes,

sary both for the purposes of providing

new client service or project management

progressive solutions from a product and

digital tools, full integration with our ERP

a service standpoint, as well as being

system and smart usage of our data.”

a company where employees, partners and customers are confident that we

The human touch

have progressive ways of working and

Although a digital and technology trans-

communicating in our new digital econ-

formation, the changes underway at PCI

omy and the physical world.”

have a very tangible human element

The first phase of the digital journey

propelling the drive behind this move,

revolves around enhancing the customer

and how it works, right through to the

experience and with PCI. “We’re a very

w w w.t h e i n t e r f a c e . n e t

109

customer and service-focused business,”

enhance the speed of drug discovery and

Tim Roberts, VP, Global Sales, Clinical

thus new product launches in the market-

Service explains. “I think we have two

place, then I think that’s going to be bene-

categories of customers. First category

ficial to all patients.”

is the economic buyer and supply chain leader who works with us everyday

Value creation initiatives

– they are the pharmaceutical compa-

The PCI executive team established

nies that entrust their supply chain to us.

eight value creation initiatives that also

Second category, is the patient we serve

leverage several emerging technolo-

– your wife, your boyfriend, your mother,

gies: cloud, collaboration, cyber security,

whoever it may be. That’s where we

big data, digital-marketing and robot-

enhance their lives, and if we can provide

ics. The eight value initiatives identified

tools to pharmaceutical companies, to

are: (1) new digital customer platform, (2)

“It’s really an exceptional DNA of customer centricity and digital and technology that’s going to add another level to how we interface with customers” — SALIM HAFFAR, CEO, PCI PHARMA SERVICES

110

PCI PHARMA SERVICES

business process digitization, (3) elec-

the PCI Board, had already embarked on

tronic quality management,

a bold One PCI strategy. One PCI is an

(4) data

insights, (5) content and data led market-

ambitious effort to bring all businesses

ing, (6) collaboration, learning and perfor-

and functions of PCI under a consoli-

mance systems, (7) enterprise I.T. systems

dated banner to achieve PCI’s key strate-

alignment and (8) robotic packaging

gic imperatives. A clear link to the overall

automation pilots. “An important part of

strategy and an engine to execute with

our digital and technology transforma-

clear governance, KPI and discipline. This

tion story is that it is about measurable

provided the digital and technology trans-

value creation through execution for our

formation strategy with the foundation to

customers and for our business,” Hull

execute and be successful.

explains.

The PCI executive team, supported by

EY was a strategic advisor supporting the implementation of the One PCI

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programme – “From that first global kickoff session, we knew this was going to be a special initiative that would harness the global power of the entire PCI team,” Gil Valadez, Managing Director.

Enterprise data Key to any successful digital transformation is the ability to locate and harness data and create insights. Tim Roberts, VP, Global Sales, Clinical Service: “Our industry is quite rightly heavily regulated, and the controls are usually within the ERP and CRM systems. So, what we have done is bring in a single ERP and CRM systems right the way through the team while building an innovative supply chain information platform on top of that, to be able to give our customers the ability to make more powerful decisions.

We’ve integrated a very deep level of data,” Roberts explains. “So really as much data as we have in our ERP and CRM systems is ultimately what we could make available to a customer in the form of new insights. All our sites will be on JD Edwards, and our business developments teams across clinical and commercial are on Salesforce.com. I think this is really important because it would be hard to build this program drawing from all sorts of different systems.”

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Geoff Young, Director, MintCRM:

Management Services, will share real-

“MintCRM has been working with cross

time information across project inventory,

functional teams across the global

production and distribution. The platform

business in areas from Sales, Sales

is currently being built with input from a

Operations, Finance and Supply Chain

number of strategic customers.

to help automate process, facilitate rapid

VP, Global Sales, Commercial, Ed

access to data which gives the PCI Teams

Malatesta: “For me, the most exciting

timely insights into their business, client

opportunity we have through the digital

and vendor performance.”

platform is to make our customers’ lives

PCI has also invested in an electronic

easier and to give them the services

quality management system (eQMS) to

to interact and troubleshoot with PCI,

help standardize and enhance quality

anytime and anywhere.”

and regulatory controls. “What that means

Ecosystem partners are an important

is all of our standard of operations, all

part of PCI’s business strategy success.

of our documents, all of our customer

To be able to design and develop this

batch records and all of our change

industry leading platform, PCI selected

controls, will fall within our electronic

GlobalLogic, a leading global digi-

quality system and be automated,” says

tal design and product engineering

Jeannie Metzinger, SVP Global Quality &

company, as their strategic partner. PCI

Regulatory.

and GlobalLogic partner in a highly digital and agile way as one virtual team across

Platform: real-time supply chain information

geographies and time zones.

Designed to a leading experience and

and General Manager of GlobalLogic. “PCI

capability in the pharma supply chain

and GlobalLogic came together as part-

and CMO industries, at the core of the

ners to leverage their collective business

new digital customer experience is a

and technology experience to create a

new digital platform to provide real-time

digital client collaboration solution that

supply chain information to PCI’s clini-

would greatly enhance PCI’s customer

cal and commercial customers. A direct

experience and relationship. We’re all

on-line connection to the customer, oper-

excited to bring to life a first of its kind

ating in conjunction with the PCI Project

digital engagement experience.”

Chet Kolley, is Senior Vice President

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115

PCI has invested in both leadership and technology to enable the platform, creat-

Business Process Management.

In an environment which is subject

ing new digital capability in the form of

to strict regulations, many business

digital product management. And strategi-

processes traditionally include many

cally, PCI have brought marketing, digital

manual activities, approvals, and docu-

and technology closer together. Not only

ments. This typically requires phone calls,

do they report under one structure, but

emails, scanning documents, signing

they work across traditional silos with the

documents, re-scanning and printing.

global head of marketing and the team

“As an executive team we really took

being leading participants in the business

the whole discussion to another level

and digital initiatives.

around digitized systems and eliminating the need for inefficient manual activity,�

Business process digitization

says Chief Operating Officer Brad Payne.

Digitizing core business processes is key

“So, the client gets the critical information

to moving PCI from a manual environ-

in real time. I think it collapses the time-

ment to one that is collaborative, effi-

frame so products can come to market

cient and on-line. The decision to select which business processes to focus on was made with both the customer and business efficiency in mind. The initial selection has included: project management services, invoicing, and supply chain. The business process digitization approach is effectively technology driven process change, changing both the business process and the implementing new digital tools to enable the change. The technology has included: JD Edwards, Salesforce.com, Smartsheets, Docu-Sign and Microsoft Teams. PCI has also invested in leadership creating new digital capability in the form of Global 116

PCI PHARMA SERVICES

quicker because the information’s availa-

biopharmaceutical customers bring life

ble faster”.

changing therapies to patients. We can

This has also been supported by imple-

only live up to our purpose if we main-

mentation of Microsoft Teams as the

tain uninterrupted supply of medicines

collaborative environment, which has

during this crisis. This pandemic crisis

allowed at least 1500 staff to work virtu-

has brought out the best in our organ-

ally which has been significant in terms of

ization – PCI employees’ high sense

productivity and efficiency.

of duty to people in need of life saving medicines. More than ever, together, we

COVID-19

have stepped up to this challenge.” PCI’s

The COVID-19 pandemic saw PCI clas-

ability to react to the demands of the

sified as an “essential business” in all

pandemic, in the way it has, is testament

states and countries where it oper-

to a company that is constantly challeng-

ates and its CEO Salim Haffar said of

ing itself on a global scale. PCI’s number

the crisis, back in April: “PCI’s purpose

one focus was keeping its employee safe

is to help our pharmaceutical and

and healthy, followed by delivering on

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117

their commitments to their customers.

new digital platform, integrated with new

Having started to implement new ways

digital processes and electronic quality

of thinking and new ways of working,

management.”

underpinned by digital technologies, PCI

CEO Salim Haffar is also buoyed by the

could positively deliver to its employees

work so far: “I think we’ve taken a very

and customers.

novel approach to recognize our gap, to listen to what the customers want, to

In closing

dare to try something new, something

So, now PCI is at the midpoint of its digi-

very daring, very complex by simplifying

tal strategy, how does Hull feel it’s going?

and deciding to invest and implement,

“We are all about aspiring to new levels

and to challenge the status quo… with

of customer experience and differentia-

the aim of being a pioneer technology

tion, and we are confident that our digi-

leader in this space.”

tal and technology strategy will deliver

A journey rather than a destination, the

that. Our foundation digital capability

ongoing digital transformation at PCI is

through ERP, CRM and collaboration is

affecting and enhancing every aspect of

well implemented and delivering value to

the company’s operations as it continues

our business. We are now super excited

to provide that vital bridge between life

at the transformative value we are going

changing therapies and, most importantly

to create for our customers and busi-

of all, the patients.

ness through the implementation of our

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