Business Transformation Asia - Inaugural Issue

in au gu ra l is su e november 2021

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SDG

can Technology

DRIVE ASIA’S SUSTAINABILITY As Asia quickly adopts digital technologies to overcome the COVID impact, can the initiative also help its economies achieve their ESG transformation goals?

Elias Baltassis BCG GAMMA Lead.

Prem Rodrigues Siemon.

Salim Sumormo PETRONAS.

EKTAA SIBAL India’s No.1Innerself Transformation Specialist

Protecting Your Information Protecting Your Information

OUR SOLUTIONS Digital Risk Protection / Brand Protection

OUR SOLUTIONS

Email Security, Archiving, Business Continuity

Digital Risk Protection / Brand Protection Data Classification & DLP

Email Security, Archiving, Business Continuity Encrypted USB Drives / Cloud Storage

Data Classification & DLP DNS Security / Network Access Control

Encrypted USB Drives / Cloud SIEM /Storage Threat Intelligence Feed SIEM / Threat Intelligence Feed Privileged Access Management (PIM/PAM)

DNS Security / Network Access Control Managed Secure File Transfer (SFTP)

Managed Secure File Transfer (SFTP) Network Monitoring & Configuration Management

Privileged Access Management (PIM/PAM) Hardware Security Module

Network Monitoring & Configuration Management PKI for IoT & OT / MFA / IAM

Hardware Security Module (HSM) / Encryption Insider Threat Monitoring / Prevention

(HSM) / Encryption

PKI for IoT & OT / MFA / IAM Endpoint Security / EDR / Ransomware Protection

Insider Threat Monitoring /Robotic Prevention Process Automation / Workload Automation

Endpoint Security / EDR / Ransomware Protection/ SSL Certificates

Robotic Process Automation / Workload Zero TrustAutomation / Deception Technology

Digital Signatures

Zero Trust / Deception Technology DDoS Protection / WAF

SSL Certificates / Digital Signatures Cybersecurity Training and Simulation Platform Cybersecurity Training and Simulation Platform Web Application

Vulnerability Scanner

DDoS Protection / WAF Enterprise Mobility Management (EMM/ MDM)

Web Application Vulnerability Scanner

Enterprise Mobility Management (EMM/ MDM)

Meet The Team Meet The Team

EDITORIAL

TIME FOR CHANGE, TIME FOR BUSINESS TRANSFORMATION MANAGING DIRECTOR Tushar Sahoo tushar@gecmediagroup.com CHIEF EDITOR Arun Shankar arun@gecmediagroup.com GROUP EDITOR Shubhendu Parth shubhendu@gecmediagroup.com CEO Ronak Samantaray ronak@gecmediagroup.com GLOBAL HEAD, CONTENT AND STRATEGIC ALLIANCES Anushree Dixit anushree@gecmediagroup.com EXECUTIVE DIRECTOR GEC MEDIA GROUP CO-FOUNDER, BUSINESS TRANSFORMATION ASIA Sundip Sibal Sundip@gecmediagroup.com GROUP SALES HEAD Richa S richa@gecmediagroup.com PROJECT MANAGER Anshuman Jyothiprakash anshuman@gecmediagroup.com EVENTS EXECUTIVE Gurleen Rooprai gurleen@gecmdiagroup.com Ronit Ghosh ronit@gecmdiagroup.com Jennefer Lorraine Mendoza jennefer@gecmdiagroup.com SALES AND ADVERTISING Ronak Samantaray ronak@gecmediagroup.com ACCOUNTS AND OPERATIONS Ankit Vats ankit@gecmediagroup.com Ph: +91-9999756403 DESIGNED BY

Creative Lead Ajay Arya Designer Rahul Arya

Asia is transforming in many ways. Today, it is not just the fastest growing economic region or the largest continental economy in terms of GDP, and purchasing power parity, it is also the region that withstood the pandemic-led economic shock and the near-global lockdown much better than others in the world.

An IMF report estimates that Asia’s strong GDP growth during the previous year will help the region tide over the crisis and grow at 7.5% in 2021, and 6.4% in 2022, higher than the growth estimate of 6.0% and 4.9% for the world. According to a McKinsey Global Institute (MGI) study, the region owes its resilience to the deep intraregional connections that the countries have – while 60% of goods traded by Asian economies in the preCOVID period were within the region, 59% of its foreign direct investment was intraregional.

The COVID also had an otherwise unthinkable impact on the Asian economies – it massively accelerated the adoption of digital technologies and automation across the region. Reports indicate that besides accelerating digitisation of customer and supply-chain interaction, companies in Asia also managed to push technology adoption in internal operations by three to four years, and the share of digital- or digitally-enabled products by seven years.

However, can we really claim that the “Asian Century” has arrived? Not until it improves its score on the sustainability aspect.

Reports indicate that despite considerable economic growth, countries in Asia need to cover a lot of ground, especially as compared to the US and EU, on the environment, social, and governance (ESG) compliance front. From investment perspectives too, Asia’s share of ESG-linked, or green funding, accounts for only about 1% of all the professionally managed assets, as compared to Australia and New Zealand that have the ESG investment proportion as high as 63%.

No doubt then, businesses in Asia need to go through massive digital and ESG transformation.

The launch of Business Transformation Asia on 8 November coincides with the fifth anniversary of demonetisation in India, a single event that transformed the country’s banking, financial, and payment systems in many ways, enabling it to leapfrog to the mobile-economy era. And while we celebrate the massive transformation story, we also commit to enabling economies and organisations to change to futuristic business.

PRODUCTION, CIRCULATION, SUBSCRIPTIONS info@gecmediagroup.com

Shubhendu Parth shubhendu@gecmediagroup.com

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CONTENTS november 2021

06 opinion Extended reality

08 opinion Building diversified

is transforming industrial training

10 opinion Five technological

investment portfolio in an uncertain economy

12

forces of retail disruption

opinion Three ways to boost security awareness programmes

34 TRANSFORMATION CHAMPIONS

Making AI deliver in service of good

28-33

Cover Story

SDG

can Technology

38 TRANSFORMATION CHAMPIONS

How AWS is transforming the software marketplace

DRIVE ASIA’S SUSTAINABILITY

42 TRANSFORMATION CHAMPIONS CISO’s role in hybrid organisations

46

use cases Using predictive analytics to avoid disruptive downtime

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51

INDUSTRY COMMENT

53

INDUSTRY COMMENT

57

INDUSTRY COMMENT

Rebuilding a historical ship through its digital twin

How to manage risks when a service contract is terminated

60 EXECUTIVE CORNER

Connecting with the inner-self to transform yourself

Corner 66 Executive Skydiving into the ocean below

Executive focus on communication, empathy, positive intent

GLASS 68 LOOKING Sustainability and technology

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OPINION

Extended reality is transforming industrial training The single biggest game-changer for virtual training will be extended reality created with artificial intelligence powered by the cloud.

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by Maurizio Galardo Chief Technologist Extended Reality, AVEVA.

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he concept of gamification – the principles and theories behind playing games – has been central to the swift progression of virtual training.

Gamification techniques are now being applied to real-world industrial learning use cases. One of the most notable international gamification successes was the

smash-hit Pokémon Go in 2016.

In the last five years, augmented reality has been adapted to industries as varied as oil plants and marine yards, alongside other gamification technologies such as virtual reality. Within these industrial environments, gamification helps simplify the transfer of complex knowledge for field and plant

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OPINION

key takeaways The global success of Pokémon Go demonstrated how users are far more engaged when immersed in contextual gameplay.

Gamification techniques are now being applied to real-world industrial learning use cases.

When AI is fused into the gamified training process, it is possible to leverage principles of gamification in real time.

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operators or to general staff.

In the future, the single biggest game-changer for virtual training will be an extended reality experience created with a potent and realistic combination of artificial intelligence, virtual reality, augmented reality and mixed reality, powered by the cloud.

Extended reality is a catchall term referring to all real-andvirtual combined environments and human-machine interactions generated by computer technology and wearables.

The global success of Pokémon Go demonstrated how users are far more engaged when immersed in contextual gameplay. In the industrial world, the very same principles apply for improving trainee interactivity, retention and engagement.

When artificial intelligence is fused into the gamified training process, it is possible to leverage the principles of gamification in real time. However, it is still vital that the learning system is closely mapped to the company’s actual processes.

In an industrial learning sense, it is now possible to familiarise yourself with the digital asset and see the realtime outcomes of your actions as-you-go in case of malfunction or failure. This type of training will only become more immersive as nascent virtual reality and augmented reality technologies become further actualised by developments in artificial intelligence.

What’s more, entire teams are learning simultaneously – as well as learning how to communicate with each other on the job. This type of collaboration will only accelerate as extended reality technology advances.

By leveraging extended reality, organisations can simultaneously run employee-training programmes while the plant is being constructed. This way, the plant is up-and-running as soon

By leveraging extended reality, organisations can run employeetraining programmes while the plant is being constructed

as it is opened, saving on valuable and costly downtime.

Entire teams can be trained up during the construction process, while also learning to work together in a replicated virtual environment.

Augmented reality can help guide new hires through stepby-step procedures while the plant operates normally – again, saving on idle plant time. Extended reality makes it possible to simulate several tasks and processes overlaid over real data.

Most 3D visualisation takes place by using overlay apps over tablets or monitors.

In the future, the human machine interface HMI will be formed of wearable devices.

This means there will be no time lag and the user will be able to place multiple data streams in context.

Trainees will be able to use their normal vision to see live complex data streams in 3D vision, as well as connect with others in the same domain. In the coming years, we will be able to view multiple complex data sets through new and exciting lenses.

Most global extended reality adoption will take place in the next five to ten years.

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OPINION

Building diversified investment portfolio in an uncertain economy Richard Dunbar of Aberdeen says that companies whose profits are closely linked to the fortunes of the economy will fare well.

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by Richard Dunbar Head of Multi-Asset Research at Aberdeen Standard Investments.

he virus and the rollout of the vaccine still colour all economic views and put huge uncertainty around them.

However, we think the most likely scenario is that global economic growth will be well above its average rate for the next three years. There are three main reasons behind this positive outlook.

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The first is the roll-out of vaccines, which should allow restrictions on activity to be progressively lifted, especially in the second half of the year.

However, the roll-out is going better in some countries than others, and this will be of benefit to some companies quicker than others.

Second, there is a very large amount of spare capacity in the

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OPINION

key takeaways The most likely scenario is that global economic growth will be well above its average rate for the next three years.

We will continue to take profits in investment grade corporate bonds.

The virus and the rollout of the vaccine still colour all economic views.

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global economy. So as those people that have been made unemployed find new work, and companies get back up to speed, it could take a while before wages and prices increase.

Third, central banks will be happy to keep interest rates low, while governments will be wary about raising taxes too quickly in case, they derail the economic recovery.

The economic growth picture noted above is a positive one.

However, we should again note its dependence on a vaccine rollout. As we have already seen in both the developed and developing world, this rollout is very variable. Its progress will be watched carefully by investors.

One of the other concerns occupying investors now is the prospect of rising prices in the short term. However, we are not concerned by this and think any rise in prices will prove temporary, due to the spare capacity in the economy. Inflation should drop back below most central banks’ targets by the end of this year.

Against this backdrop, we see a continued supportive environment for share prices. The plentiful economic and profits growth already noted, suggests that companies whose profits are closely linked to the fortunes of the economy will fare well.

For those of us trying to build portfolios, this is a complex situation and there are many factors to consider. Our House View portfolio maintains a bias to quality shares and bonds that pay a reliable yield.

Within equities we favour a mix of global developed market equities. In bond markets, we continue to favour high yield bonds, but would have a slight

For those of us trying to build portfolios, this is a complex situation and there are many factors to consider

increased preference for developed market bonds over emerging government debt.

The former offer better value after recent weakness.

We will continue to take profits in investment grade corporate bonds. While issuers continue to trade satisfactorily and defaults on bond payments are low, further price rises seem unlikely.

Putting all this together, the importance of careful diversification comes to the fore, and building a portfolio that can survive the bumps in the road we can see, but also, more importantly, those that we will not.

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OPINION

Five technological forces of retail disruption Michael Forhez at Oracle, explains how the retail industry is being disrupted by five technological forces driven by relentless creation of data.

T

his past year presented significant disruptions in the retail industry as the shutdowns from the pandemic officially turn a year old. The retail revolution also continues from before the pandemic as brick-andmortar stores, late to the digital revolution, continue to shutter stores as consumers flock online.

The changes that occurred were catalysts for adjustments in the back office and on the shop floor as retailers worked to adapt to shopper expectations and behavior changes due to Covid-19 and several other disruptive factors.

Both retailers and brands had no choice but to pivot to new models that collectively sought to understand and interact with customers in a new, fast-evolving and distinct environment.

As the world of brands and

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retailing evolves – with global eCommerce retail predicted to hit $4.9T, 17.5% of the worldwide retail market, this year – realising its potential means that the industry needs a strong autonomous data platform to collect different data types, including structured and unstructured, 1st party, and 2nd party anonymous data from various sources in realtime.

Industry watchers estimate that 1.7MB of data will be created every second for every person on earth by the end of 2020. Walmart is in the process of developing the world’s most extensive private cloud system, which is supposed to have the capacity to manage 2.5PB of data every hour.

Currently, brands are reimagining their product portfolios. Traditional retailers

by Michael Forhez Global Managing Director, Consumer Markets Industry Strategy Group, Oracle.

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OPINION

are bolstering e-commerce efforts and creating new digital experiences. Digital natives are exploring ways to engage customers and drive growth.

All parties are collaborating to reconfigure for a more resilient and reliable supply chain.

The role of technology in retail is essential for the evolution and the prosperity of the industry.

Retail is expected to further evolve through the five Forces - a set of distinct yet highly correlated technologies that will support global brands and retailers in being local, with local brands and retailers better prepared to go global.

As they become connected and capable of speaking to each other, through Autonomous Data Platforms, they will utilise deep learning, natural language processing, image recognition, and neural network-driven decision-making in ways that will help them understand each other, and us, almost if not entirely in real-time. Advantage, consumer.

These five forces are:

Data science

key takeaways Sustainability, product traceability, transparency will continue to grow in importance The ability to communicate more efficiently will make personalized offerings, at the speed of thought.

Creating frictionless transactions will become table stakes for everyday customer engagement.

Retail sector is a vast set of arrangements and actions and must adapt - at speed.

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A convergence of statistics, mathematics, and computer science

Cloud, edge, autonomous data Real-time monitoring and analysis

5G Up to 100 times faster than 4G

ML, AI, AR Machine Learning: computers access data and learn for themselves. Artificial Intelligence: Machines carry out tasks in a way that humans would consider smart.

Augmented Reality: In augmented reality, virtual information is overlaid on the

real world, both simplifying and enhancing the buying experience.

IoT, Smartphones, autonomous automobiles, TVs, medical devices, fitness trackers, robots By definition smart devices depend on only two criteria: The device has the capability to connect with the internet.

The device is integrated with technology including sensors, functional software, and some inbuilt technology that supports network connections and actuators.

Considering that we will be witnessing growing importance and urgency across sustainability, product traceability, and transparency this year, these will combine and enable brands and retailers to optimize their customer relationships while operating more cost-effectively, and with better decisions, on inventory management and pricing optimization.

Sustainability, product traceability, and transparency will continue to grow in importance, even urgency.

The ability to communicate more efficiently among trading partners and with customers will make personalized offerings, at the speed of thought—the new normal.

Creating frictionless, online, and in-store transactions will become table stakes for everyday customer engagement. And, finally, the 5 Forces will enable global brands and retailers to be local, with local brands and retailers better prepared to go global.

Like many other industries, the retail sector is a vast set of arrangements and actions that are dynamic, proactive, and reactive and therefore must also adapt - at a speed most, if any, expected or were prepared for.

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OPINION

Three ways to boost security awareness programmes

Most security awareness programmes, lack resources to fully engage the enterprise and are also undermined when they do not have executive sponsorship.

A

by Richard Addiscott Senior Director Analyst, Gartner.

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good training programme is a costeffective way to reduce cybersecurity risk, but it needs executive support to succeed. A senior employee at one of Australia’s top universities received a seemingly innocuous email. He did not click on or download anything he was not meant to — simply previewing an email attachment was enough

for hackers to steal a password, gain access to the network and swipe an unknown quantity of data.

Security awareness training plays a vital role in helping employees learn how to identify and prevent this type of attack.

It is often seen as a nice to have, but a good training programme is a cost-effective way of improving information security risk.

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OPINION

Most security awareness programmes, however, lack the necessary people and capital resources required to fully engage the enterprise. They are also undermined when they don’t have executive sponsorship.

Lack of leadership support for your security awareness training programme can have a significant impact on the security team’s ability to get the key messages across throughout the organisation.

If the CEO announces a series of data protection workshops, employees are more likely to see the meetings as vital. Without the CEO’s endorsement, the sessions hold less urgency and may become just more messaging to ignore or another set of meetings to endure.

#1 Connect to business

key takeaways Security awareness training plays a vital role in helping employees learn how to identify and prevent attacks.

Lack of leadership support for security awareness training programmes can have significant impact on getting key messages across the organisation.

Articulate inherent value, benefit and time savings in a language that will resonate with executives.

Cautionary tales are often also effective in making an impression on an audience.

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Position a security awareness programme as a cornerstone of any effort intended to achieve strategic business outcomes.

Demonstrate how the programme is an enabler or a complementary initiative for other strategic programmes.

Suppose a key focus for your organisation is a high degree of service availability. This can be adversely affected by the introduction of malware, and a common vector for intrusion is a USB memory device. Educating your staff around good habits with these devices, in conjunction with other controls, can help you avoid this potential scenario.

Articulate the inherent value, benefit and time savings in a language that will resonate with executives. This demonstrates that you understand their world and what’s in it for them if the programme is successful.

#2 Specific examples The most effective way to

Show the need for a security awareness programme by using measurable, contextualised data

connect programme outcomes to achieving business goals is to use specific, relevant examples — whether about your company, competitors, recent events or other industry reports.

Cautionary tales are often also effective in making an impression on an audience.

With cyber intrusions now commonplace, most leaders can easily demonstrate how a business objective could have benefited from additional security or how an event could have been prevented by heightened awareness.

#3 Measurable data Show the need for a security awareness programme by using measurable, contextualised data.

Having defensible qualitative or quantitative data points helps to articulate the effectiveness of your programme in the language the audience understands. This presents security as the management of business risks, rather than as a confrontation of cyberthreats.

Give executives a reason to care about security. Find meaningful triggers for stakeholders that help them realise that effective security is good for all — the organisation, its executive, clients, shareholders and other external stakeholders, too.

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OPINION

How data virtualisation can add value to enterprise architecture Data virtualisation platforms use multiple database management systems making it easier to manage the complexities of different data sets.

by RAVI SHANKAR Senior Vice President & Chief Marketing Officer, Denodo

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he modern enterprise data architecture is extremely complex with multiple different components to store, extract, transform and consume data.

A common question that enterprises often ask is why we need data virtualisation when we already have properly functioning storage solution and the proper data

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integration technology like extract, transform, and load (ETL) in place. Data virtualisation and traditional data integration techniques like ETL offer very different capabilities to access, integrate, and deliver data.

ETL is about replicating data from the source system to the target system like a data warehouse; a data virtualisation platform creates logical views of the underlying data sources and makes the resulting data set available in real-time. Business users involved in long-term planning based on historical data are often the most valuable end-users for technology like ETL. But other areas dealing with the operational side of business consume data in a very different way. There is little or no room for data latency. In such scenarios, data virtualisation is the right technology to adopt.

Data virtualisation platforms make it easy to manage the complexities of the different

kinds of data using multiple database management systems, including both on-premise and cloud systems. It is, hence, important to understand how data virtualisation adds value to an enterprise architecture that already has data lakes, data warehouses and master data management (MDM) systems in it.

Data Virtualisationand Data Warehouses Usually, organisations spend a lot of money and time building an enterprise data warehouse.

However, in recent times complex business scenarios often lead to projects that don’t fit into the classic enterprise data warehouse (EDW) use cases. Sometimes organisations force fit complex use cases to the existing data warehouse but that only further complicates the design. In these circumstances, a better solution would be to extend and enhance

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OPINION

situation where there are multiple existing data warehouses within an organisation – for example, regional data warehouses – and the business needs a single view of the data, a data virtualisation platform can be used to provide this single view.

If the organisation has an MDM solution in place, it can extend and enrich the data from the MDM solution by using the data virtualisation layer.

the existing system capabilities with data virtualisation.

In situations where a data warehouse already exists within the organisation, but the business users need to add new data sources to enhance their reporting or analytics, a data virtualisation platform is layered over the data warehouse and also connects to the new data source(s). The reporting tools use the data virtualisation platform as the data source for their reporting needs, effectively including the existing data (in the data warehouse) with the data from the new data sources. In a

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Data Virtualisation and Data Lakes Data lake is an extremely large storage repository of data. Data does not go through the heavy transformation and modelling that involve the definition of a data warehouse. Instead, data is usually replicated in its original format. However, the biggest risk to a data lake is the lack of governance, consistent security, and access control afforded across all the lake. Typically data can be placed into the data lake with little thought to its contents and the company’s privacy and regulatory responsibilities.

Leading analyst firm Gartner proposed that a lack of governance and the inability to understand the quality and lineage of data in the lake severely reduces a company’s ability to locate data of value and reuse it. Companies are turning to data virtualisation to complete their governed data lake architecture, by providing common access and security layer, and search and discovery capabilities. Data virtualisation also enables all types of users to discover and access all the data in the lake, whether they are BI users, business analysts or data scientists. Perhaps the final and most important benefit that data virtualisation brings, is its ability to publish the governed data lake’s data via a consistent security model. Whether the data is being accessed via logical or physical models or via any access tool like a browser, external SQL query client, BI tools, statistical analytics packages or even data preparation tools, consistent user and role based security privileges are applied to ensure that the

data from any repository in the governed data lake is only seen by those with the right credentials.

Data Virtualisation and MDM MDM projects are complex and costly and many fail to deliver their expected value because they are too ambitious in scope and create too much change and uncertainty throughout the data infrastructure environment. Data virtualisation provides flexibility and time-to-value for any MDM project, whether you are using an MDM tool or not. For projects not using an MDM tool, a data virtualisation layer allows you to create a virtual MDM repository by pulling the ‘master data’ from the relevant source systems – for example, to create a composite master view of a customer from multiple sources. This virtual master data can then be used by consuming applications to give a single consistent view of the data entity (e.g. customer).

Alternatively, if the organisation already has an MDM solution in place, it can extend and enrich the data from the MDM solution by using the data virtualisation layer to access other data sources, such as unstructured data from social media and the web.

From a BI perspective, a data virtualisation layer creates a flexible, easy to modify and manage ‘logical data access layer’ on top of the existing data warehouse, databases and other data sources. From application development and operational perspective, this data access layer can be seen as a very versatile ‘shared data services layer’ that decouples the physical infrastructure that retains the data from the consuming applications and, in doing so, substantially simplifies data provisioning in organisations.

Overall, data virtualisation can be used in many scenarios and its ubiquity and benefits make it a critical component within any enterprise data architecture.

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EVENTs

BTX Roadshow 2021 completes Asia Edition with keynotes and panel discussions GEC Media Group, publishers of Business Transformation, Enterprise Channels MEA, The Titans, Cyber Sentinels, completed the second leg of the BTX Road Show 2021, Asia Edition. The road show is focused on digital and business transformation with the overlying theme – The Change.

The half-day event on 2nd September was hosted at the GEC Media Virtual Arena. The title sponsors of BTX Roadshow were Aruba HPE, Riverbed, Pure Storage, Veeam, Logicom, Netapp, Western Digital, Arcon, Veritas, SilverPeak, Alcatel-Lucent enterprise, SecureNet, Synology, Finesse, CORK information technology, International Group of Artificial Intelligence – IGOAI, Global CISO Forum, Business Transformation and Enterprise Channels MEA. The pandemic of 2020 disrupted virtually every industry and every nation. Citizens, social fabrics, businesses, supply chains, trade, communication, value systems, workplaces, leisure, entertainment, decision making, almost everything conceivable had to adapt and change and survive. Information technology and business applications and strategic decision making around how to support everyday life through technology, has also had to adapt.

This has prompted the need to relook at business and the IT organisation, the executives, operations,

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EVENTs

survival mantras, decision making, and finally outlook and forward-looking vision. The meaning of business continuity, disaster recovery, collaboration, virtual meetings, remote workforce, cloud, security, have overnight changed from esoteric into everyday work life meanings.

BTX Road Show 2021 Asia edition was opened by CEO Ronak Samantaray, Global Head, Content and Strategic Alliances, Anushree Dixit, and President, GEC Media Group, Malavika Shanker, through their welcome notes.

There were four speaker keynote presentations, three technology keynote presentations, and two panel discussions. The event was followed by the BTX Awards. Close to 100 attendees participated virtually for the event. The event was streamed live from the virtual arena and on Vimeo also.

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EVENTs

From analog to digital to space, A pilot’s perspective In the opening keynote address Captain Nivedita Bhasin, B787 Training Captain, superannuated after 37 years as executive director and chief of flight safety, Air India talked about her journey and explained the present digital era and said, “We are at the digital world, we are surrounded by technology whether it is social media, instruments, flying reporting, training, and weather reporting everything has turned digital.”

Regional trends in business and digital transformation Manoj Saxena, Chairman RosettaNet Singapore GS1 digital standards, Senior Director Data and Digital transformation, Maxeon Solar Technologies and Advisory board Global CIO Forum made his presentation on partnership between government, industry and education system and said, “It is important that the government, the industry, and the education system come together. Always to solve the industry’s problem and challenges which we constantly go through.”

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EVENTs

Organisational transformation leveraging sustainability and leadership In the first panel discussion on Millie Gillon, Global Head Client Experience, Senior Managing Director, Standard Chartered Bank explained from a leadership perspective it is going top down and bottom’s up so hopefully we can somewhere in the middle and make some change and it’s really shifting from its no longer just some side project, its more over cultural shift having dedicated people, resources and its extremely difficult so we are still trying to maintain our business.

Panelist, Vinay Awasthi, Worldwide Head of Print Supply Chain, HP said, “Now I think most important thing is what are we doing and how intentional are we as we work on our sustainable goals.”

Manoj Saxena, Chairman RosettaNet Singapore GS1 digital standards, Senior Director Data and Digital transformation, Maxeon Solar Technologies, and Advisory board Global CIO Forum highlighted the way of changing consumer behaviour and said, “Today most consumers are cultured with lot of intimations, they have cultured with information they see in the social media they see environmental issues; they are also conscious about environmental issues.”

Transforming the supply chain In her presentation titled Transforming the Supply Chain, Nicole Tretwer, Head of Logistics Services, APAC, Swarovski talked about her company’s omni channel capabilities and said, “In our case we are focusing on giving the consumers the option on where they wish their items to be delivered to whether it be an in-store order and a to store order.”

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EVENTs

Manufacturing and customer centricity Saket Gore, CEO Asia Pacific, The Himalaya Drug Company highlighted the evolving customer behaviour and said, “Today most consumers are cluttered with lot of information on social media. There is a lot of lack of trust because of overdose of information.”

Regional technology and innovation trends in industrial and consumer robotics Prof Tadhg O’Donovan, Head of the School of Engineering and Physical Sciences Heriot-Watt University Dubai made his presentation on innovation trends and intelligence and explained “Robotics can be classified into many different areas. One way of classifying them is intelligence. Robotics is not just a typical robot. It is about autonomous systems and interactive systems and how they can all work together.”

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EVENTs

Panel Discussion on Artificial Intelligence, powered by the IGOAI Forum In the second panel discussion on “Panel Discussion on artificial intelligence, powered by the IGOAI Forum”, Moderator Ahmed Buhazza started the session with the introduction of panelists and briefed about artificial intelligence and its role in present era.

Dr Chiranjiv Roy, Senior Vice-President Data Science and Analytics, SG Analytics, Member Forbes Technology Council talked about where artificial intelligence stands in the last few years and said, “Initially artificial intelligence started with an automation and today artificial intelligence is called as the new oil or the new soil whatever that you want to call it.”

Carrying forward the discussion, Ms Divya Dwivedi, Advocate, Supreme Court of India, Founder and Director, JND Charitable Trust highlighted legal laws and ethics for digital transformation said, “Human brain cannot be surpassed by artificial intelligence. I see artificial intelligence as a baby like we feed baby with all the information and they grow and they tell us that we are beyond you, it is similar with artificial intelligence.”

Mr Abhivardhan, Managing Partner, Indic Pacific Legal Research, Chairperson and Managing Trustee, Indian Society of Artificial Intelligence and Law discussed what is the prediction for artificial intelligence and how mature it is and how fast it is growing every day.

Sriram Bhargav Madhav, Head of Artificial Intelligence and Intelligent Automation, Provenio.ai, Member Forbes Technology Council briefed what should be the key focus an enterprise should take to build artificial intelligence and said, “Every enterprise today is struggling with multiple challenges if I may say that, and I often try to simplify explaining what priorities organisation and enterprise should take.”

With the successful completion of the BTX Road Show 2021, Asia edition, the next BTX South Gulf edition will take place on 8th September in-person at Grand Ballroom, Conrad Dubai, Sheikh Zayed Road in Dubai and BTX Africa on 27 September.

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EVENTs

BTX Roadshow 2021 announces 35+ winners

for prestigious transformation awards BTX Top Executive Awards

Recognising leadership driving transformation This award recognises a top executives who have accelerated digital and business transformation through the pandemic and created a better future for their business. They have empowered remote teams, managed change, flattened organisational structure, made it agile and secure, managed customer satisfaction, and implemented digital tools like cloud, analytics, data integration, amongst others.

The announced winners of BTX Top Executive Awards in Asia edition include Agi Agung Galuh Purwa, Alex Ustaris, Amit Phadke, Anil Menon, Captain Nivedita Bhasin, Christopher James Martin, Dr Mukesh Mehta, Iftikhar Arif, Manish Kishore, Muhammad Lukman, Nicole Tretwer, Professor Tadhg O’Donovan, Rajiv Arora, Ramanamurthy H Pentakota, Sajith Chakkingal, Saket Gore, Saravanan Kumar, Shekher Kumar Agrawal, Subhash Singh Punjabi, Syed Aun M. Bukhari, and Vijoy Basu.

BTX Enterprise Awards

Recognising success stories in transformation This award recognises enterprises that have embraced digital transformation and digital tools through the pandemic and achieved success in various areas. Such enterprises would have rebuilt customer experiences, managed customer expectations, leveraged online sales models, built forecasting models, have an in-depth and ready analysis of market and demand trends, built close collaboration and data sharing amongst teams, amongst others.

The announced winners of BTX Top Enterprise Awards include Anil Kamble, Anshul Srivastava, Anuroop Sundd, Ashish Desai, Bijender Mishra, CA Navratan Bohra, Chandran R, Dr Deepak Kalambkar, Pragnesh Mistry, Shankar Sunnathi, Srinivasan Mahalingam, TS Saiful Bakhtiar Osman, Vikas Gupta, and Viren Popatbhai Italiya.

BTX Solution Awards

Recognising solutions for transformation This award recognises the leading, exemplary, heroic efforts by vendors, channel partners, integrators, consultants, to manage the challenges of the end-user community through the lockdowns of the pandemic. This part of the IT industry helped the end-user community to successfully pivot their business models by using digital technologies and create a sustainable business through the pandemic and ahead, amongst others.

The announced winners of BTX Solution Awards include Biswajit Mohapatra and Jaydeep Ruparelia.

2021 22 NOVEMBER BUSINESS TRANSFORMATION ASIA

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INNOVATION GALLERY

People and robots in virtual factories

2021 26 NOVEMBER BUSINESS TRANSFORMATION ASIA

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INNOVATION INNOVATION GALLERY GALLERY

BMW does personalised manufacturing at a massive scale and their operations are among the most complex in the world. In this vision of future factories, people and robots work together, engineers collaborate in a shared virtual space, and the factory is simulated with photorealistic detail. BMW and NVIDIA have a new approach to planning complex manufacturing systems, by using Omniverse cloud platform.

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ASIA NOVEMBER BT2021 NOVEMBER ASIA 2021 BUSINESS TRANSFORMATION

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Cover Story

SDG

can Technology

DRIVE ASIA’S SUSTAINABILITY As Asia quickly adopts digital technologies to overcome the COVID impact, can the initiative also help its economies achieve their ESG transformation goals?

2021 28 NOVEMBER BUSINESS TRANSFORMATION ASIA

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Cover Story

By Shubhendu Parth

A

good idea is something that does not solve just one single problem but rather can solve multiple problems at once.”

Shigeru Miyamoto, the Japanese game designer and creator of some of the best-selling game franchises like Mario, The Legend of Zelda, Star Fox, and Pikmin, always believed in development as a whole instead of focusing on just one aspect and the narrative.

“The important thing is that it feels good when you’re playing it,” he once said, adding that quality is not determined by the story, but by the controls, the sound, and the rhythm and pacing.

In industry and development parlance, this would mean that the decision to roll out a project or launch a product must be evaluated not just by the narrative around how it will solve a particular problem, but also by how it will deal with the environment, social, and governance (ESG) concerns arising out of it, and impact multiple other stakeholders; all should “feel good” when the project is rolled out or the product is launched.

Alas! That has not been the case in the real world where investments have largely been made for financial gains, as well as to meet umpteen human needs, and in complete disregard to the nature. Historically, too, the privileged have exploited locals, workers, discriminated against fellow beings, and flouted regulations for a shortcut to more RoI. Add to this the global concerns for climate change, environmental degradation, resource scarcity – a result of improperly managed human development fueled by consumption – and Miyamoto’s words start to make more sense; proper development is one that addresses not just one issue but also mitigates concerns arising from the development work itself.

“Disasters related to climate change, water and energy crisis and waste are often perceived as the next big challenge the world may face. Climate related calamities are being experienced by people across the globe – unusual wildfires, cyclones, floods, and droughts have become more frequent and prominent in recent times. Companies do realise now that environmental and social responsibilities are inseparable from business success, and therefore ESG is getting more

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importance than ever before,” says Dipankar Ghosh, Partner and Leader – Sustainability, Climate Change, and ESG, Thinkthrough Consulting.

“Stakeholders, including investors now expect companies to behave responsibly not only for the mankind at large, but also for continuity of business sustainably, ensuring return of investment,” he adds.

TIME FOR ESG IS NOW The norms for mapping organisations on ESG parameters have evolved during the last two decades from the need to evaluate how the triple-bottom-line approach can integrate with transparency in reporting so that the investors can get a much clearer view of the risks involved, and the company’s ability to mitigate the impact of global warming, as well as crises like the ongoing COVID-19 pandemic and the lockdown that has been impacting the world economy like never before.

“The concept of ESG framework originated in 2001 in the UK. However, it was in its incipient stage till 2006 when it was given shape and introduced in UN Principles’ of Responsible Investment (PRI) report. The idea was to financially evaluate the companies with a focus on developing sustainable investments.

Global Reporting Initiative (GRI) started using the term and the evaluation matrices from 2009 onwards,” points out Prof. Amit Kapoor, Honorary Chairman, Institute of Competitiveness.

According to Gopal K. Sarangi, Assistant Professor, TERI School of Advanced Studies, recent observations indicates that the corporate sector has become a victim of poor governance systems, resulting in poor societal and environmental outcomes. “Global examples of high-profile imprudent material environmental, social, and governance incidents, such as the Deepwater Horizon oil spill, Volkswagen’s breaching of environmental norms, and Facebook’s data privacy disclosure, are examples of such poor governance systems and structures, reiterating the need to integrate the ESG factors into investment decisionmaking processes,” he says in the Asian Development Bank Institute (ADBI) working paper ‘Resurgence of ESG investments in India: Toward a sustainable economy’.

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Cover Story

“Doing well by doing good, is probably the only way to create a sustainable profitable business model in the new normal world.”

Mrinmoy Chakraborty VP &Head – Digital Transformation, SOLiD Korea and Chief Transformation &Innovation Officer, Al-Dabbagh Group

2021 30 NOVEMBER BUSINESS TRANSFORMATION ASIA

“Any organisation that is ESG complaint is simply more resilient to market and even non-market externalities. An ESG conscious enterprise will have business processes that are more sustainable, scalable and future proof. Hence it is no surprise that companies with high ESG ratings significantly outperform the laggards, upto 2X in returns,” explains Mrinmoy Chakraborty, VP and Head – Digital Transformation, SOLiD Korea and Chief Transformation and Innovation Officer, AlDabbagh Group.

Experts point out that since the ESG principles are based on responsible investing, ethical practices, environmental preservation, and development of people, it enables organisations to better deal with the VUCA – volatile, uncertain, complex and ambiguous –forces, disrupting the market at the speed of thought. “The pandemic has tremendously affected every sphere financially. The right investment based on ESG norms can help companies sustain themselves, and in a larger context, the environment and the planet,” Kapoor says.

So, is COVID-19 a turning point for the ESG movement in the world, and how can Asian economies achieve their sustainability goals?

PANDEMIC BRINGS THE CHANGE The Coronavirus unleashed a global financial crisis and instability at an unprecedented scale – sparing no country, and impacting governance, businesses, civil societies and infrastructure all over. According to a PwC report, the pandemic heightened awareness of how interconnected the world is and how rapidly external shocks can work through the global economy, and how central trust and transparency are to the economy’s operation.

“COVID-19 has been a ‘Hit

Refresh’ moment for everyone on the planet. In terms of risk exposure to business, the pandemic created similar levels of shock that a potential climate risk could. Hence this black swan event also turned out to be a wakeup call for business,” says Chakraborty, adding that all traditional financial metrics, business fundamentals and risk assessments now demand a fresh look since business leaders have started to realise that ESG could potentially be the biggest corporate competitive advantage in the future.

“Doing well by doing good, is probably the only way to create a sustainable profitable business model in the new normal world,” he says emphatically. “The fact that investment on ESG funds skyrocketed to USD 1.4 trillion in 2020, from USD 0.5 trillion in 2012 is also an indicator and it essentially proves the adage that nice guys can also finish first.”

Agrees Kapoor, as he points out that sampling by rating agencies during the pandemic indicate that companies with higher ESG scores have outperformed the companies with lower scores. More important is the observation that the impact of such financial crisis situations gets attenuated and become lesser for the companies having higher ESG rankings.

“High sustainability firms that laid more stress to ESG norms continue to sail optimally absorbing the shock caused by COVID-19 because they are more environmental sensitivity, have high social standards, and good governance practices – initiative that make them more resilient and agile,” he explains. “Since complying with ESG norms also requires a broader digital footprint, the digital readiness ensured that these companies could afford to take on the financial impact of market shocks better.”

“Some of the renewable

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Cover Story

investment reasons, will be transforming the DNA – every aspect of business?

THE NEXT WAVE OF TRANSFORMATION

“Digital transformation can significantly impact an organisation’s ESG performance through improved data collections, reporting and analysis.”

Dipankar Ghosh Partner and Leader Sustainability, Climate Change, &ESG, Thinkthrough Consulting

energy companies in solar, EV and Hydrogen spaces that are inherently more ESG compliant had phenomenal growth in Asia during the recent market shocks created by pandemic. For example, the roof top solar market demand in India exploded during pandemic times. Supply chain visibility startups offering cold chain solutions in pharma, perishable food also have phenomenal growth. FMCG companies that had invested in resilient supply chain and had a diversified sourcing strategy were, to a large extent immune to pandemic,” points out Chakraborty.

Does that mean that ESG initiatives that have so far been driven by reporting metrics for financial and

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A concern for change that had been slowly shaping the way organisations and countries conduct themselves on the environment, social, and governance front for over two decades, has not just been accentuated due to the pandemic, ESG is fast emerging as the next big wave of corporate and business transformation.

“For 65,000 years, the human race learnt to adapt to the environment in which existence placed them. The cumulative learning was then put on steroids 200 years ago to give birth to the Anthropocene age. Temperatures that had kept within a range started shooting up and we have seen several extreme climate incidents in the last two decades of the 21st century. COVID-19 has dramatically altered our mental engineering,” says Shailesh Haribhakti, Chairman, Shailesh Haribhakti & Associates.

“Every aspect of business is being reimagined and made more productive. We need to rapidly learn to deal with stranded assets and non-flexible mindsets and put the entire race into a new trajectory of deep and new learning to cope with this New World that we are creating. It is an exciting journey worth being on,” he adds.

It sounds like ESG is the new zeitgeist that companies have to embrace for better survivability, competitiveness and performance, as well as for the overall good of planet earth?

“There are societal, environmental and governance issues that the CEO or the head of the organisation, private, public or corporate have to take into account. The company has to take care of the ESG issues pertaining to investors, regulators, consumers, media

Benefits of ESG Framework

Environmental Aspect l Conserving and using energy and materials more efficiently helps reduce production costs. l Reducing wastes and discharges, and recycling minimises the costs of waste disposal. l Converting organic waste into fuel or energy maximises sustainability and cost savings for the business.

Social Aspect l Improves communication between workers and managers through clear and transparent HR policies and procedures. l Helps anticipate and avoid labour problems. l Ensures effective occupational health and safety management procedureto identify and eliminate workplace and process hazards, and reduce their potential negative impacts.

Governance Aspect l Helps implement robust policies and procedures. l Brings ethics and transparency in processes and reporting. l Facilitates ESG integration into risk. l Enables organisations’ resilience to corruption and instability.

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Cover Story transformation (DT),ESG can completely change what an organisation does. “It gets to the heart of why you are in business, who you are as a company, what your impact on the world is, how you align your business model with the needs of society, what you report, and how you engage your people and with your stakeholders more generally,” the report states.

Well, it sounds like DT and ESG are two sides of the same coin? Or are they not?

“High sustainability firms that laid more stress to ESG norms continue to sail optimally absorbing the shock caused by COVID-19 pandemic.”

GO DIGITAL FOR ESG Digital Transformation is the adoption of digital technologies and its tools for bringing in the transformational change in the way business is conducted and to provide best value to the stakeholders. And all this requires a renewed focus on business models, operational processes and customer experience; quite similar to prerequisites of the ESG transformation, and maybe intertwined.

In fact, the risks, compliances, performances, sustainability issues, and the pitfalls, are all

Board insights Ensure that the board has the right composition, structure and processes to oversee ESG in the context of long term value creation.

Inte gr a

Prof. Amit Kapoor Honorary Chairman, Institute of Competitiveness

nto Busines i G S E s g n it

Stakeholder communication Shape the ESG communication keeping in mind investors and other stakeholders in context of long term value creation.

required to be measured against the parameters of the ESG and this can be made possible only with the help of digital technologies. “Since the data and the ever-changing dynamics are going to be gargantuan, the full digital role will only let the companies perform optimally against the ESG parameters and metrics.

“DT needs to be an integral part of ESG transformation,” says Ghosh. “On one hand, ESG initiatives require thorough understanding of performance indicators of ESG, as well as management and analytics of large data, and on the other hand, many ESG performance parameters are interdependent or dependent on other business parameters, which require extensive simulation or modelling to understand the outcome of any intervention,” he describes, adding that digital tools are inevitably useful for appropriate analysis and interpretation of climate risk and its implications as well as mitigation strategies.

Adds Chakraborty: “Every digital solution such as internet

ESG sensitisation Concur on the meaning of ESG and its significance to the organisation.

ESG Risk identification

Determine the material ESG risk and opportunities which are of significance to the company.

ESG Integration Encourage the material ESG issues into business strategy.

Source: Thinkthrough Consulting

2021 32 NOVEMBER BUSINESS TRANSFORMATION ASIA

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Cover Story

and employees. They all want companies to meet their ESG commitments and hence all organisations will be under the scanner,” warns Kapoor.

He further notes that ESG is a holistic approach that needs to be implemented at all levels.

“Today, organisations need to ensure that energy is optimally consumed and there are no carbon emissions, relationship with the people in the communities, consumers and the labour force is cordial and meaningful, fair practices are followed in processes, controls, procedures and compliances legal, financial and institutional.

And all this is achievable only if it is top driven with clear policies and continuous efforts at all level to align organisation goals with the ESG norms,” he elaborates.

This also means that organisations need to transform on all fronts – technological, cultural, operational, financial,

“We need to rapidly learn to deal with stranded assets and non-flexible mindsets and put the entire race into a new trajectory of deep and new learning.”

Shailesh Haribhakti Chairman, Shailesh Haribhakti & Associates

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and legal.

“When it comes to ESG in the context of office facilities, green energy efficient buildings, IT infrastructure, data and cyber security policies all add up. ESG is critically important when it comes to sourcing and procurement practices. It includes supplier diversity, ethical buying, reusability, material souring, recycling, waste management and even waste to value creation.

It finally ends with financial disclosures as per the industry standard frameworks such as Global Reporting Initiative (GRI), Sustainability Accounting Standards Board (SASB) and the Task Force on Climate-Related Financial Disclosures (TCFD),” adds Chakraborty.

All this requires a structured approach that begins with understanding the ESG risks and opportunities through consultation with all business stakeholders. Elaborating on the step-by-step approach for ESG transformation Ghosh says that the consultation process should be followed “by listing the ‘material’ topics and selection of performance indicators across such topics, which may be monitored.”

“ESG needs to be integrated into all business functions, and not to be seen as a separate function, and therefore it is important to assess business functions from ESG-related maturity. Integration of ESG vision and mission into business imperatives is of utmost importance, followed by robust strategy and roadmap to achieve the same at par with leading practices in the industry,” he adds.

Sharing insight on how ESG will drive the next wave of transformation, a PwC report points out that ESG has the potential to revamp how successful organisations plan, implement and operate.

It also says that like digital

of things (IoT), artificial intelligence (AI), machine learning (ML), and robotic process automation (RPA) are essentially tools for sustainability. For example, a fleet management solution that provides real time fleet visibility, does route optimisation, and fleet scheduling is essentially reducing fuel cost and promoting ESG. Reusable container and pallet tracking solutions using IoT tracking devices improves asset utilisation by about 20-30%, creating huge positive sustainability impact in the USD 38 trillion dollar supply chain industry. In fact, organisations will be more successful once they realize the synergy between DT and ESG.” The other key area for collaboration with DT is the need for data gathering, analysis, and reporting that forms the key aspect of ESG. “Digital transformation can significantly impact an organisation’s ESG performance through improved data collections, reporting and analysis, and integrate such information into operational points and aspects of the business,” Ghosh elucidates.

He also points out that use of virtual prototyping (Digital Twin) of physical assets can enable companies to monitor materials, external conditions and maintenance, and thereby improve control and quality surveillance.

“On environmental parameters too, virtual models can predict and optimise energy consumption, identifying opportunities to minimise waste as well as drive energy-efficient operations.”

While ESGas criteria to evaluate companies for investment by socially conscious investors has been in vogue in developed economies for long, the pandemic has made its need more noticeable across spectrum.

Also, the controls, the sound, the rhythm, and pacing are in perfect synchrony to transform businesses and whole.

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TRANSFORMATION CHAMPIONS

Making AI deliver in service of good

Responsible AI ensures outcomes are unbiased, fair, explainable, robust, safe, preserve privacy, and follow best practices in data governance.

R

esponsible Artificial Intelligence, RAI is a governance framework that consists of developing artificial intelligence systems that integrate human empathy and care, and therefore ensure that they work in the service of good while achieving transformative business impact.

As the technology continues to evolve while making notable impacts in many industries, organisations are proactively measuring their RAI capabilities to deliver on their commitments ethically and within reason, as well as drive positive and mature business outcomes, and ensure they are mature.

The practice of implementing RAI means to ensure that the outcomes of AI systems are unbiased, fair, and explainable; that AI systems are robust and safe; that they preserve user privacy by following best practices in data governance; that they minimise environmental impact; and finally on the fact that they do not replace human capacity but rather augment it.

Creating an RAI programme In simple terms, an RAI programme embodies the structures, processes, and tools that help organisations ensure that their AI systems transform businesses in their entirety while serving as a force for good. To do this, a company needs to start from its purpose and values and translate them into concrete RAI principles.

Companies, public organisations, and associations, have reached this point and published high-level principles of RAI, however, and unfortunately, most of them have stopped there.

To operationalise and make an RAI

2021 34 NOVEMBER BUSINESS TRANSFORMATION ASIA

programme operational, associations and organisations today must take two more additional steps, which are to design specific policies corresponding to each of these principles and operationalise these policies by developing the processes, delivery models, employee training, and the necessary tools.

Benefits for shareholders RAI directly affects every executive and shareholder because the greater RAI maturity their company has, the more opportunities the company will enjoy, due to the robustness of each RAI dimension. For executives, RAI should mean a small number of new constraints that bring a large number of benefits in terms of brand differentiation, stronger customer relationships, improved employee recruitment and retention especially for younger people and, it goes without saying, lower reputational risk.

And for shareholders, RAI materialises the alignment between their values and interest in a better world and the practices of the company of which they possess.

Digital transformation and RAI The relationship between successful digital transformation and a positive RAI score is especially relevant. A digital transformation cannot anymore be considered complete and fully successful without taking into account and acting effectively upon the RAI prerogative.

And a high RAI score measures how successful a company is in doing so.

Companies that have been proactive in their efforts to ensure ethical, transparent, and accountable usage of AI technologies have

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TRANSFORMATION CHAMPIONS

by Elias Baltassis BCG GAMMA Lead.

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TRANSFORMATION CHAMPIONS

experienced success as part of their transformation journeys and improved their RAI scores in the process.

AI has emerged as a vital technology for all companies. Those that appreciate its vitality have worked to develop a comprehensive understanding of their RAI maturity, avoid restricted investments in this field, and ensure they realise the transformative potential of AI to boost RAI scores and harness the power of digital.

Real-life manifestations of RAI A recent survey that was conducted shed light on real-life manifestations of high and low RAI in organisations. In fact, news in the press everyday report about companies that are sued because their algorithms are proved to be racist, or sexist, or, more generally, biased.

2021 36 NOVEMBER BUSINESS TRANSFORMATION ASIA

There are also news stories on public administrations sued because discriminatory rules were implemented in their AI systems and whistleblowers who question the AI practices of their companies, which happens quite often.

The financial services and healthcare industries, for example, have reported higher RAI scores and maturity. Both these areas are heavily regulated and have a history of strong compliance and risk management, boosting overall performance. At the same time, industrial goods and automotive were also more mature than anticipated, with businessfocused AI applications a driving force because they are simpler to implement.

In terms of low RAI, organisations in the consumer industry have lower scores and maturity, primarily because of complex customer-centric use cases that transpire.

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TRANSFORMATION CHAMPIONS

Perceived and real RAI

key takeaways An RAI programme embodies structures that ensure AI systems transform businesses while serving as a force for good.

To make an RAI programme operational, organisations must take two more additional steps.

Design specific policies and operationalise these policies by developing the processes.

The greater RAI maturity a company has, the more opportunities the company will enjoy.

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Today, a large number of organisations do perceive that their RAI maturity is higher than it is. This occurs since companies underestimate the effort necessary for implementing an effective RAI, a conclusion that was substantiated by the survey.

Many of them consider that the issue has been addressed when they publish a series of high-level principles and, as we discussed earlier, this is not enough.

However, even companies that went beyond the principles have failed in some other of the key points. Results from our survey show that their list of policies was not comprehensive, the processes related to these policies were not fully implemented, tools have not been built and, importantly, the company employees and leaders have not been made aware of, and trained on, RAI. This also applies to the region, where similar findings were recorded amongst other parts of the world. Ethical, transparent, and accountable use of AI technologies, and companies behind in their AI maturity development should expand their efforts to boost performance in these areas and realise the business benefits they envisaged when initially engaging in RAI. There is some correlation in

the sense that larger and more successful companies have the human and material means allowing them to easily develop a successful RAI programme.

But, of course, the human and material means are a necessary condition, not a sufficient one.

Leadership willingness and sensitivity to RAI issues are key.

And high IT spend, or business dominance, do not guarantee these leadership principles.

Geography and IT spending Research does show that RAI is not an IT issue, even if, of course, IT will have the responsibility of implementing some of the tools developed. RAI is a leadership and managerial issue and managerial practices are often albeit not always more correlated to specific geographies a country, or a region than a sector, spread across multiple geographies with different practices.

It is important to note that each industry – whether it be automotive, consumer, energy, finance, healthcare, industrial goods, or technology, media, and communications – varies in terms of RAI maturity. Moreover, industries that lead in some regions lag in others, which helps explain the lack of differences between them from a statistical standpoint.

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TRANSFORMATION CHAMPIONS

How AWS is transforming the software marketplace AWS has applied learnings from Amazon.com to build its AWS Marketplace for B2B software that has a weave of cross selling and benefits between buyers and sellers.

T key takeaways The AWS Marketplace was launched in 2012 with the vision to provide a curated catalogue of B2B software.

Another initiative that drove AWS Marketplace in the initial stages was to listen to what AWS customers were saying and working backwards from there.

Another benefit of the AWS Marketplace is the turnaround time for customers to deploy a proof of concept.

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he AWS Marketplace was launched in 2012 with the vision to provide a curated catalogue of B2B software, specifically for customers migrating to AWS. “We had a vision of creating this marketplace, much like, you can think of Amazon.com, where software providers, what we call independent software providers ISVs, could come and sell their software to AWS customers,” explains Marta Whiteaker, Managing Director, AWS Marketplace Region.

Similar to Amazon.com, the objective of the AWS Marketplace was to easily locate and buy software on a pay as you go model, as well as rapidly deploy it on the platform itself, for AWS customers.

When AWS Marketplace was launched the pricing was pretty revolutionary at that time, points out Marta. “That is how we got started, bringing in ISVs from everything, from security, to network, to storage, to list

their product, and we had AWS customers then going to the marketplace.”

Another initiative that drove AWS Marketplace in the initial stages was to listen to what AWS customers were saying and working backwards from there.

“What we heard our customers tell us, from the beginning, but as we started getting more and more usage and adoption of the platform, we would really like to keep buying software from people that we have always bought software from. And those are the trusted partners,” says Marta.

AWS Marketplace community With that feedback, over a couple of years, AWS developed the functionality to better support all types of channel partners including managed service providers, resellers and so on. The AWS Marketplace has now positioned itself not just for ISVs to resell their licenses, but

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TRANSFORMATION CHAMPIONS

AWS also encourages software vendors to list in the AWS Marketplace when they have a product that is running in AWS

by Marta Whiteaker Managing Director, AWS Marketplace Region.

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for software application channel partners as well.

“With a lot of the functionality that we have launched over the last couple of years, it has really been toward not just making it easier for ISVs to sell, but also making it better for channel partners to be able to resell their software,” says Marta.

Another benefit of the AWS Marketplace is the turnaround time for customers to deploy a proof of concept. Instead of it taking weeks or months to get a proof of concept going, AWS customers found they could do

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it with a click of a button. “It is still a big deal, in but 2012 it was pretty revolutionary,” feels Marta.

AWS customers set up their workloads on AWS and use the available services to support their operations. “And that was our vision, to make it easy for those customers to not only get what they need from what we call our native AWS services, but be able to pull in third-party solutions at the same time,” she adds.

Today, the AWS Market place has over 1,600 different ISVs listed globally in its marketplace and 8,000+ listings of different

kinds of software and data, and 50+ different categories. There are 300,000+ active customers as well.

AWS Market place is also adding software for vertical market categories like healthcare and financial services. Many of the sellers offer free trials and once the buyer has decided to deploy them, they can transact through the Marketplace.

AWS also encourages software vendors of all types to list in the AWS Marketplace when they have a product that is running in AWS.

Dual role of AWS Marketplace An AWS customer is any business whether startup or enterprise, that is operating from the AWS platform. These customers

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The early adopters of the AWS Marketplace were the IT infrastructure software vendors

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are migrating selective applications that support parts of the business over to the AWS platform.

The dynamics of the AWS Marketplace is driven by the buyers who are AWS customers and the sellers who are ISVs and channel partners. AWS customers continue to use the core AWS functionalities, like tools and dashboards to support their cloud instance. And when they want to boost efficiency, they access the AWS Marketplace as required.

The AWS Marketplace plays a dual role for AWS. For one it is a platform for customers of AWS to offer their services, to other AWS customers. Typically, technology vendors, ISVs, MSPs, resellers, hosting on AWS for their cloud business would also offer their SaaS and other solutions in the AWS Marketplace.

AWS also has a wide partner ecosystem that sells AWS services and the AWS Marketplace becomes a part of their services.

“We have the AWS partner ecosystem with hundreds of thousands of partners and for those that are technology partners, we make the marketplace available to them if they also want to list. We can call it one of the AWS services, but you can almost think of it as a programme for our partners as well,” elaborates Marta.

The early adopters of the AWS Marketplace were the IT infrastructure software vendors including those from storage and cyber security. These included Trend Micro, Palo Alto Networks, Check Point, Sophos and others.

“To be transparent here, that was really how we got started at the time. We have evolved over the years, and we are expanding into business applications and moving up the stack,” summarises Marta.

Localisation of AWS Marketplace AWS Marketplace provides a new sales channel for ISVs and Consulting Partners to sell their solutions to AWS customers around the world and makes it easy for AWS customers to find, buy, deploy and manage software solutions, including SaaS, in a matter of minutes. AWS Data Exchange simplifies the process of finding, subscribing to, and using third-party data products in the cloud, and offers more than 1,500 data products from over 100 qualified data providers.

Customers can also procure software through local consulting partners with Consulting Partner Private Offers in AWS Marketplace, which enables ISVs to authorise Consulting Partners to receive wholesale pricing on their software, further helping them to lower the cost of their technology by using AWS.

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CISO’s role in hybrid organisations

CISO’s may now be reporting to CFOs, Chief Risk Officers, Chief Data Officers and it is important to pay attention to how the digital landscape is evolving.

R key takeaways Strategic actions that rebuild resilience faster must be considered.

Constant feedback from employees and customers may help steer the organisation’s business model.

CIO’s are still the foremost leaders in many organisations so far.

CISO’s may now be reporting to CFOs, sometimes Chief Risk Officers or Chief Data Officer.

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emote and hybrid working environments are here to stay for the longer term with many leading organisations already announcing lifetime work from home for a large percentage of their workforce. Notable pros include a better work-life balance, increased productivity as well as time and money savings both for employees and employer.

Cons include less employee engagement and collaboration which may lead to limited employee advancement.

Cyber security and employer’s confidential information sharing is a critical concern for most businesses.

Successful organisations will be those who are quick to change their business models to adapt to the current environment with digital transformation being the key factor. Businesses that already used cloud computing for example did not come under the pressure of this pandemic.

Developing training and programs to allow employees to learn new skills will boost organisations to redeploy

employees depending on business needs and employee interests.

Also, strategic actions that rebuild resilience faster must be considered. Automation and artificial intelligence for example will enhance the resilience of supply chains.

Successful businesses will always need a combination of resilience and agility.

CEO’s and top executives will need to be very effective as clear communicators and their key skills must include adaptability, flexibility, empathy and emotional understanding.

They will also need to adapt to managing hybrid teams.

Constant feedback both from employees and customers may help steer the organisation’s business model and strategy in the right direction.

Strategies that are important in order to deal with stressful situations include positive thinking and always reflecting on the purpose. Practicing self-care and paying attention to your physical and emotional well-being is just as important

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TRANSFORMATION TRANSFORMATION CHAMPIONS

by Prem Rodrigues Director for Middle East, Africa, India, SAARC, Siemon.

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It is important that organisations pay attention to how the digital landscape is evolving and what reporting structure they can implement.

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as taking the time to reflect upon achievements. Creating open and transparent communication with the team helps alleviate stress as does a strong support system around you.

Changes in the reporting structure, largely depends on the organisation and their business model and there is certainly no one-size fits all solution. CIO’s are still the foremost leaders in many organisations so far.

They have been responsible for taking strategic IT decisions, investments and CISO’s were usually reporting to CIO’s.

However, we have witnessed many reporting roles change.

CISO’s may now be reporting to CFOs, and sometimes Chief Risk Officers or a newer designation like Chief Data Officer. It is important however that organisations pay attention to how the digital landscape is evolving and what reporting structure they can implement to

maximise internal collaboration, cooperation and performance.

Key challenges include maintaining employee morale due to limited opportunities to interact with the team, as well as workspace concerns and uncertainty with regard to future business growth due to this unprecedented situation.

A key to sustaining business in the longer term and excel further will be the swift adaption to digital transformation. Organisations have to focus on modifying business models, improve innovation all in line with managing costs and cash flow.

Any decision must be made quickly and decisively. Human capital management will be a key factor to an organisation’s success. Creative new ideas are needed to maintain visibility and influence in an organisation considering the limited opportunity for interaction.

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USE CASES CASE

PETRONAS

Using predictive analytics

to avoid disruptive

downtime Responsible AI ensures outcomes are unbiased, fair, explainable, robust, safe, preserve privacy, and follow best practices in data governance.

P

etroliam Nasional Berhad, PETRONAS is Malaysia’s fully integrated oil and gas multinational company, producing 2.4M barrels of oil equivalent per day. With the commitment to achieve net-zero carbon emissions by 2050, PETRONAS recognised the importance of plant stability to achieve its sustainability goals.

Its engineering division, which was keen to optimise equipment performance to improve plant reliability and reduce downtime, turned to AVEVA’s asset performance management, APM solutions.

All industrial organisations that operate machinery naturally need to factor in maintenance strategies and activities

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to ensure all equipment operates smoothly to avoid unplanned downtime, which can result in entire plant shutdowns and lead to catastrophic consequences.

As a leading energy producer, PETRONAS recognised that having forewarning of impending equipment failure via an APM solution would enable the plant operators to proactively respond to issues and fix the equipment before bigger problems ensued.

“Digital transformation is the innovative way information is combined with technology to raise human and machine performance.

Ultimately, we want digital to be entrenched in the way we work, intuitively using the tools just as we do in our personal lives,” explains Wan Shamilah Saidi, Chief Digital Officer, PETRONAS 2020.

Following a successful proof of concept

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USE USECASES CASE

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USE CASE

“We have been using the PI System as our standardised data historian platform for many years. We were looking to add further value to the data gathered to optimise plant operations throughout our business,” says Salim Sumormo, Custodian, Rotating Equipment, PETRONAS.

AVEVA Predictive Analytics solution in the cloud provides early warning notification and diagnosis of equipment issues days, weeks or even months before failure. It leverages advanced AI to detect and respond to even subtle deviations from an equipment’s known good behaviour,” says Boris Marrone, Vice President, Asia Pacific and Head of South Asia and South East Asia, AVEVA.

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to evaluate AI-infused AVEVA Predictive Analytics, PETRONAS implemented a pilot project in their corporate cloud, running on Microsoft Azure, at four upstream platforms and two downstream plants.

AVEVA Predictive Analytics is an asset performance management solution that provides early warning notification and diagnosis of equipment issues days, weeks, or even months before failure. This helps assetintensive organisations, such as PETRONAS, to reduce equipment downtime, increase reliability, improve performance and safety, and reduce operational and maintenance expenditure.

At PETRONAS, the solution works in conjunction with the PI System from OSIsoft, now part of AVEVA, which gathers data from critical assets in the plant. The PI System collects and structures this data for analysis. The data is used by AI-based AVEVA Predictive Analytics models to highlight any anomalies, trends, potential incidents, or failures, and enable the teams to undertake improvements as needed.

Data collected by the sensors in the instrumentation and equipment pinpoint the tiniest deviations in what AI has trained the software to consider as known good behaviour. This is more effective than setting high and low thresholds that trigger an alarm when reached, because, by then, operations have already spun out of control.

PETRONAS’ AVEVA Predictive Analytics solution spots the problem as it grows away from known good behaviour, before it leads to a catastrophic failure.

“We have been using the PI System as our standardised data historian platform for many years. We were looking to add further value to the data

key takeaways Its engineering division was keen to optimise equipment performance to improve plant reliability.

All industrial organisations that operate machinery naturally need to factor in maintenance strategies.

PETRONAS recognised that having forewarning would enable the plant operators to proactively respond to issues.

PETRONAS implemented a pilot project, running on Microsoft Azure, at four upstream platforms and two downstream plants.

AVEVA Predictive Analytics provides early warning notification and diagnosis of equipment issues before failure.

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USE CASE

“Digital transformation is the innovative way information is combined with technology to raise human and machine performance. Ultimately, we want digital to be entrenched in the way we work, intuitively using the tools just as we do in our personal lives,” says Wan Shamilah Saidi, Chief Digital Officer, PETRONAS 2020.

“The PETRONAS Machinery Monitoring and Prescriptive Diagnostics system, based on AVEVA’s advanced analytic tools that utilise machine learning and artificial intelligence, will be scaled up across our business,” says Azlan Ayub, P-MMPD Lead, PETRONAS.

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gathered to optimise plant operations throughout our business. We chose cloud-based AVEVA Predictive Analytics not only because of its ability to accurately predict equipment failures in advance, but also because it easily integrates with the PI System and because of its intuitive look and feel which helped our teams get up to speed quickly,” says Salim Sumormo, Custodian, Rotating Equipment, PETRONAS. PETRONAS hired Trisystem Engineering, TSE, a systems integrator, to deliver the project.

TSE worked closely with the team at PETRONAS to deploy the solution across various sites. In each case, the solution was up and running, delivering value within two months.

AVEVA Predictive Analytics comes with out-of-the-box purpose-built AI that has been customised for each industry, meaning that no coding is required. This enabled TSE to follow a templated approach that ensured the solution could be scaled quickly, deployed efficiently, and deliver the high time to value that PETRONAS

sought.

“Our digital transformation strategy at PETRONAS is to add value quickly, as this has a faster impact on our sustainability goals and on profitability. We do this by identifying discrete projects with tangible deliverables and then cascade the same approach elsewhere, having learned valuable lessons along the way.

AVEVA Predictive Analytics allowed our teams to adopt a templated approach that enabled us to quickly deploy the solution in other sites, ensuring high time to value and fast ROI,” says Mohd Nazrin Zaini, Senior Engineer, Rotating Equipment, PETRONAS. The maintenance and reliability engineers at PETRONAS use AVEVA Predictive Analytics for their day-to-day tasks, to monitor assets across the sites.

All levels have visibility of the systems, from technicians to plant managers as well as management teams. With these capabilities in the cloud, PETRONAS can remove silos and build new and more collaborative ways of working.

In elevating digital fluency to its people, PETRONAS expects these successful pilot programs to spread the word in their digitalisation journey. The approach is not about convincing employees, but rather immersing them in new ways of working through digital solutions.

The pilot implementation accurately predicted failures in advance that enabled PETRONAS’ team to fix issues ahead of actual failures. In 2020 the first year of deployment with 200 models deployed, the solution accurately identified 51 major early warnings, creating a value of RM73.1M, equivalent to savings of $17.4M, and 14x ROI. Out of the 51 warnings, 12 were identified as high-impact warnings. Resolving these ahead of actual failure has reduced

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USE CASE

“Our digital transformation strategy at PETRONAS is to add value quickly, as this has a faster impact on our sustainability goals and on profitability. We do this by identifying discrete projects with tangible deliverables and then cascade the same approach elsewhere, says Mohd Nazrin Zaini, Senior Engineer, Rotating Equipment, PETRONAS.

“Not only does our AVEVA solution deliver early detection of anomalies and failure, but it also enables us to institutionalise our years of machine operation experience into a digital platform.

We have integrated the PETRONAS failure mode and effects analysis FMEA methodology into AVEVA Predictive Analytics,” says Azizol Kamaruddin, Principal, Rotating Equipment,PETRONAS.

unscheduled downtime and saved PETRONAS millions of dollars.

Many of the catches helped to reduce critical rotating equipment failure and downtime and have led to improved reliability through proactive asset monitoring and maintenance.

For example, an instrumentation fault was identified leading to a catch in a liquid separator that saved PETRONAS $222K, RM934K in potential asset failure and wasted material.

A potential motor failure was also caught when AVEVA Predictive Analytics identified increases in the motors lube oil temperature, the winding temperature, and the hot air temperature, saving $82K, RM344K in equipment replacement.

In another situation, a mechanical fault was identified allowing maintenance engineers to pinpoint a water supply temperature out of specification along with an increase in bearing temperature. Catching this issue before it cascaded into a major equipment failure saved Petronas $48K RM 202K. Part of value creation at PETRONAS comes from cutting maintenance costs. Using the AVEVA APM solution on their Azure cloud platform enabled the team to streamline dayto-day operations and regular maintenance cycles.

They can analyse the problems in detail and take further proactive action to reduce the chance of reoccurrence, which further contributes to reduced maintenance costs. Avoidance of equipment failures and unplanned shutdowns has also contributed to better safety records and a safer working environment.

AVEVA Predictive Analytics uses AI to highlight the slightest deviation from

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normal operational profiles.

Through detailed analysis, the team has been able to identify underperforming assets and take remedial action to improve equipment efficiency.

“Not only does our AVEVA solution deliver early detection of anomalies and failure, but it also enables us to institutionalise our years of machine operation experience into a digital platform.

We have integrated the PETRONAS failure mode and effects analysis FMEA methodology into AVEVA Predictive Analytics, and the solution prescribes the corrective actions each time anomalies are triggered. This eliminates the need for manual time-consuming investigations and decisions can be made quickly, which in turn, boosts productivity,” says Azizol Kamaruddin, Principal, Rotating Equipment, PETRONAS. “The PETRONAS Machinery Monitoring and Prescriptive Diagnostics system, based on AVEVA’s advanced analytic tools that utilise machine learning and artificial intelligence, will be scaled up across our business.

We therefore expect the value delivered to PETRONAS from our AVEVA solution to increase accordingly, as we continue to collaborate with our technology partners to support our Moving Forward Together strategy,” Says Azlan Ayub, P-MMPD Lead, PETRONAS. Following the successful pilot across four plants, PETRONAS has deployed AVEVA Predictive Analytics at an additional 10 plants with a total of 150 equipment trains. PETRONAS aims to continue rolling out the APM solution in the cloud to all its assets to enjoy similar results across the business.

PETRONAS also uses cloud based AVEVA Unified Supply Chain to optimise its entire supply and distribution network, cutting crude evaluation time and reducing margins.

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INDUSTRY COMMENT

Rebuilding a historical ship through its digital twin

Advanced ship building software has enabled the original vessel structure to be 3D-modelled into a digital twin, explains Hervé Lours at AVEVA.

I

by Hervé Lours Vice President Marine, AVEVA

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n today’s rapidly advancing times, the marine sector has remained one of the world’s most critical and resilient industries. While over two centuries have passed since the launch of the first commercial steamboat, over 90% of global goods and trade are still seaborne today.

The marine industry has

retained its position as a vital economic driver, as well as being an essential contributor to national defence forces and the tourism industry.

As the world becomes hypernetworked, the shipping industry is becoming radically modernised.

The sector faces twenty-first century challenges of business agility, squeezed margins,

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key takeaways The use of a digital twin allows the ship’s design and construction engineers to quickly identify design changes.

Design teams around the world, can achieve 3D coordination early in the design phase.

Also being used on the TS Queen Mary is AVEVA’s cloud-enabled 3D data capture solution for brownfield, greenfield projects.

This ensures digital and physical representations are aligned for optimum decision making.

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sustainability and managing uptime and maintenance – as well as supply chain disruption amid the pandemic.

This is where innovative and advanced ship building technology represents a game changer for the industry.

Today it’s possible for ship makers and marine companies to powerfully optimise the end-to-end journey from vessel development to seaborne operations by leveraging technology, such as cloud, sensors, AI, and data analytics.

The latest solutions enable the marine sector to more effectively execute projects, providing industry-tuned features to connect the business-critical processes of engineering, design, materials, planning and construction.

What’s more, such technology can turn data into insights for downtime analysis, monitor schedules and digitise maintenance procedures – all while connecting the workforce in unprecedented ways.

A very colourful example of the power of marine technology can be seen in the recent reconditioning of the glorious TS Queen Mary. The iconic steamship transported more than 13,000 passengers in her native Scotland in the years after she was built in 1933.

But in the coming months, the long-retired vessel will roar back to life as a heritage destination and educational maritime experience for schoolchildren and tourists, having been rescued by a diverse ensemble that includes the Princess Royal and industrial software firm AVEVA. The TS Queen Mary finally returned to Princes’ Dock in Glasgow in 2016 after 40 years away for a new role befitting of her regal status – to reconnect visitors with one of the most pivotal periods in British history.

Today the much-loved vessel, as a member of the Core 40 fleet of the UK’s National Historic Ship register, is in the midst of a very high tech £3.5 million facelift.

AVEVA is supplying the steamship with its purpose-built solution for shipbuilding, which offers integrated 1D, 2D and 3D engineering and design tools.

The pro bono contribution will support the Friends of TS Queen Mary charity and naval architects Brookes Bell in reconditioning the steamer.

As a shining example of the UK’s history of innovation, the vessel is ripe for being restored with the aid of state-of-the-art software. Friends of TS Queen Mary and Brookes Bell chose AVEVA’s shipbuilding solution to capture the complex shapes of her design to help with the preservation process.

AVEVA’s advanced shipbuilding software has enabled the original vessel structure to be 3D-modelled accurately into a digital twin, which seamlessly links the constantly updated model to construction and production drawings, so shipyard production information for replacement parts can be efficiently produced.

As a 90-year-old vessel, the ship’s deteriorated riveted structure must be replaced with the modern welded equivalent and sympathetically integrated into the original structure’s remains. The exterior planked wooden decks are no longer weather-tight, and the structure needs to be reverse engineered to allow steel renewal.

The use of a digital twin allows the ship’s design and construction engineers to quickly identify design changes, work with design teams around the world, achieve 3D coordination early in the design phase, and revise drawings that have been mapped directly to the 3D model.

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INDUSTRY COMMENT

Image credit: David Millar and FoTSQM.

Digital twin technology is set to transform the marine industry through the enablement of seamless MRO

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Also being used on the TS Queen Mary is AVEVA’s cloudenabled 3D data capture solution for registering, processing and visualising point cloud, 3D model data on brownfield, greenfield and maintenance projects. This ensures the digital and physical representations are aligned for optimum decision making, reduced project rework and improved asset safety.

The tale of the TS Queen Mary is a charming example of how technology can drive design improvements when restoring history for the benefit of future generations. It also highlights multiple future use cases. Digital twin technology is set to transform the marine industry through the enablement of seamless maintenance, repair and operations activities.

The 3D representation platform is primed for becoming an integral add-on when handing over new ships in the coming

years. What’s more, digital twin technology could also generate fresh MRO revenue streams for shipyards that are increasingly facing tighter margins.

When the newly restored TS Queen Mary is finally unveiled, she will not only revive a slice of nautical history, she will also offer a live insight into how technology is transforming the future of the marine industry through disruptive innovation.

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How to manage risks when a service contract is terminated The deplatforming of Parler is motivating businesses to better understand the risks of relying on technology service providers, writes Lydia Leong of Gartner.

M

ultiple technology service providers, including Amazon Web Services, Okta and Stripe, suspended, or terminated service to Parler after the January 6, 2021 mob invasion of the US Capitol building. This effectively resulted in Parler’s business being shut down, or deplatformed. As a result, business leaders are revisiting their risk management strategies to understand how exposed they would be if a critical online service

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contract were terminated.

Deplatforming does not happen often, but it does happen. Technology service providers have rejected, terminated, or announced they would no longer support contracts with certain companies.

For example, PayPal announced that it would no longer process payments for performers on a platform for adult video content; and Salesforce changed the language

in its terms of service in 2019 to prohibit certain types of firearms retail transactions.

Service providers can terminate contracts for material breaches of the terms of service, choose not to renew them or offer such unattractive terms that nonrenewal is the only reasonable option. This is true not only of cloud service providers, but also of payment processors, e-commerce service providers, traditional hosters and many critical internet

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INDUSTRY COMMENT

by Lydia Leong VP Analyst, Gartner.

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Most technology service providers require in their contracts that customers adhere to an acceptable use policy

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INDUSTRY COMMENT

key takeaways There are common reasons why service providers suspend or terminate service.

Ensure that you maintain adequate security for IaaS and PaaS resources.

Negotiate an AUP clarification in your contract.

Promptly handle AUP violation warnings.

Develop policies and procedures for enduser monitoring and management.

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infrastructure providers. If a provider terminates a service contract, it may have a severe impact on your business.

There are common reasons why service providers suspend or terminate service, and some companies may be at higher risk of negative provider interactions.

Every business can assess the risks and minimise them.

Most technology service providers require in their contracts that customers adhere to an acceptable use policy, AUP. The exact nuances of an AUP vary by company, yet almost all service providers at minimum prohibit illegal activities, as well as content that exposes the provider to excessive risks. In the case of an adult entertainment website, for example, Mastercard, Visa and Discover blocked customers from using their cards on the site out of concern that the site featured child exploitation.

Parler and an adult entertainment website represent different forms of excessive risk for providers, usually a high bar to reach given laws that shield service providers from liability.

US law protects service providers when they act in good faith to moderate content but does not obligate service providers to do so in most, but not all, cases.

Content or actions that break laws will generally be judged as too high risk to tolerate and will almost certainly result in AUP enforcement actions.

Some customers may be concerned that deplatforming could occur as a result of the voice of society, employee activism, shareholder activism, corporate activism, and other forms of internal or external pressure driven by a particular cause. Different service providers will have different stances toward such pressures. In general,

infrastructure providers are less likely to be influenced by these pressures than other types of service providers. Note that these pressures and reactions are not unique to cloud computing.

Few legitimate business customers are in any significant danger of breaching an AUP in a way that would result in suspension or termination. To reduce your risk: l Ensure that you maintain adequate security for IaaS and PaaS resources. You do not want to inadvertently breach the AUP because an attacker has misused your resources. l Develop policies and procedures for end-user monitoring and management.

Document behaviour norms in service agreements with your end users, and monitor your systems for adherence to prevent AUP breaches before they happen. l Promptly handle AUP violation warnings. Create a process and clear lines of responsibility for handling any AUP breaches. l Negotiate an enterprise contract. Operate on a negotiated enterprise contract rather than on a click-through agreement.

If your organisation could potentially violate the AUP in its normal course of business, you should negotiate an AUP clarification in your contract.

IaaS providers, such as Amazon Web Services, Microsoft Azure and Google Cloud Platform, usually consider themselves to be public services that are neutral as to what customers they accept and serve, as long as those customers comply with their contractual obligations, including respecting the AUP. However, other types of service providers may be more selective about the organisations they are willing to serve.

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INDUSTRY COMMENTS

Executive focus on communication, empathy, positive intent There are new skills that top executives need to build in order to manage the business with a hybrid workforce and these traits need to be refined.

T

he principal challenges facing executives during the digital transformation and post pandemic recovery are rooted in the unexpected changes that both have had on organisations.

by Morey J Haber CTO and CISO, BeyondTrust.

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These include: • A rise in cyber-attacks, leveraging the supply chain and critical infrastructure.

• The unexpected desire for

employees to continue working from home post pandemic.

• Unexpected rise in labor costs due to remote resources able to command salaries similar to higher priced geolocations.

• The evolution of attack vectors to include weakness in digital transformation initiatives.

• Workers operating outside of the confines of the office

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INDUSTRY COMMENTS

environment.

The realisation that no matter how much you spend or attempt to protect against a breach, it can and probably will still occur. The best recourse for executives is to have a sound plan for breach disclosure and clean-up versus focusing solely on protection.

Considering that there is a labor shortage and employees are choosing to leave their jobs versus returning to the office, executives should adapt to having a hybrid workforce. With this model, there are pros and cons:

Pros • Lower cost due to the decrease in office space square footage costs • Employee geolocation flexibility and obtaining the best talent possible • Improved employee satisfaction when balancing work and home requirements

Cons

key takeaways With the lack of physical contact, over communication from the executive team to all employees is critical.

Top executives are experiencing burn out from working from home for the same reasons as employees.

Everyone’s personal life is different and having empathy for their situation is critical.

Being mindful and empathetic to these conditions helps build trust and ultimately a better employee.

• Decrease in physical interactions which can lead to unexpected employee friction mainly through media like email • Video conferencing fatigue • Inability to monitor the security of home networks There are a few organisations and cultural changes that are likely to succeed while supporting a hybrid workforce: • Hosting frequent departmental meetings to provide interaction, and provide a feeling of inclusion.

• Providing easy to use resources that are cloud native to support a work from anywhere approach.

• Providing flexible hours and removing the burden of a 9am to 5pm, if the job role allows.

• Becoming task oriented in employee workstyles versus mandating that employees sit

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behind a desk.

• For some roles, other metrics like the number of support calls per day should be considered.

Going forward, there are a few new skills that top executives need to build in order to manage the business with a hybrid workforce. Look at these as all long-term traits that constantly need to be refined.

Communications With the lack of physical contact, over communication from the executive team to all employees is critical to establish a sense of inclusion and ensure the mission of the business stays on track.

Empathy Everyone’s personal life is different and having empathy for their situation is critical. Being mindful and empathetic to these conditions helps build trust and ultimately a better employee.

Positive intent It is very important to assume that all employees have a positive intent in their communications, work ethics, and responsibilities.

It is a cultural change to assume employees are doing their best versus assuming that are abusing the time and work resources.

In my opinion, top executives are experiencing burn out from working from home for the same reasons as employees, too many hours spent on video calls, lack of physical interaction with colleagues, having to balance work and personal personas, plus the additional stress of being responsible for the business.

From a management perspective, however, there are a few lessons that can help mitigate the threat of burnout, both for employees and the executives themselves.

Set clear boundaries Consider establishing simple rules of engagement for remote

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INDUSTRY COMMENTS

employees. This can include: Establishing acceptable hours for videoconference calls. Requesting that all employees’ cameras are enabled for videoconferencing.

Requesting emails be sent only during business hours and make after-hour emails for emergencies only.

Providing flexibility for homeschooling or other personal requirements that do not burn into employee vacation.

Give employees technology they need If your budget allows, you can also accelerate their laptop refreshment cycle to ensure all your employees have the best technology possible when working from home. Employees with good equipment generally are less frustrated and feel more valued when given the best equipment their companies can offer.

Break up the workweek

The realisation that no matter how much you spend or attempt to protect against a breach, it can and probably will still occur

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Breaking up the work-fromhome monotony is essential without water cooler chitchat or upcoming travel on the calendar to break up the routine.

Determine one day a week for employees to catch up on work.

For example, establish No Meeting Thursdays.

Schedule virtual events to replicate normal office celebrations, such as work anniversaries, retirement, birthdays and holiday-themed events, like Halloween costume parties and gift exchanges. Switch to a flexible four-day workweek of 10 hours each day. Odds are, many remote employees are already putting in 10 hours a day at home anyway.

If funds are available, periodically reward employees using home delivery services for food or swag. Employees

who would frequently go out to lunch are feeling social distress by not having this activity as a part of their work routine. Do not forget to ask or require employees to take vacation time. It may be a staycation, but everyone needs some downtime from the endless cycle.

Revamp human resources An effective human resources department is vital to fighting burnout. They can embrace the health care plans for employees and send reminders to make sure everyone is aware and feel comfortable contacting any mental health services you provide. New employees can be especially overwhelmed by the lack of person-to-person contact when onboarding in a remote setting, and selfdoubt can set in.

Some successful organisations have established the following additional onboarding operating procedures to ensure the process is productive: Establish a regular cadence of peer communications via email and videoconferencing to establish a comfort level and inclusion with their new team.

Establish a mentorship program for the new hire outside of their hiring manager to provide inclusion within the larger organisation.

Ensure HR, IT and key personnel establish regular touchpoints with the new hire to gauge whether there are any issues. Create and maintain an ombudsman deck for new hires to help answer business questions that would normally be handled by inperson office staff.

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Connecting with the innerself to transform yourself

Today’s environment continues to drive human stress to enormous levels, while returning to the tranquility of inner self is a way forward says Ektaa Sibal.

Y

by Ektaa Sibal India’s No.1 Inner-self Transformation Specialist.

It is this connection that brings out your confidence and self-esteem; which points you to the correct direction meant for your life

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ou are feeling exhausted even if you have rested enough.

You are feeling disengaged with your future vision or you are feeling confused with your present state.

You are not feeling motivated or excited about what you’re doing or experiencing in your life.

Does this sound familiar?

Among many other things that this pandemic has taught, connecting to your inner-self is really a one stop solution to all the disconnected, confused and distressed feelings that we all are experiencing as we fight the pandemic.

When you are disconnected from yourself, some signs to look out for are- constant self-doubt, procrastinating important tasks, an unforgiving or unkind self-talk, negative self-image, a pattern of dysfunctional relationships, low self-confidence, excessive overthinking, constant anxiety, unhealthy lifestyle, and emotional instability.

At times, we have to go through a painful challenge to look within and align ourselves to look for the solution. With some attention and focus, we can transform and reframe our way of thinking from challenges and setbacks to acceptance and striving to thrive in every situation.

The choice is, and has always

been ours to make.

So, what does connecting to your inner-self mean?

Connecting to your inner-self is all about becoming aware, accepting yourself and being hopeful. It is a state of being where you feel empowered, strong and compassionate towards yourself. When you connect to your inner-self you release all those thoughts, emotions and feelings that distract you. With inner-self connection, you become aware of what is truly right and wrong for you as an individual.

It is important to know that when we are confronted with difficult times, we get a choice – either to accept the hurt from it or to accept the learning and strength from it. When I say strength, it simply means accepting the situation and it does not mean that one should numb, or escape from their feelings of hurt.

Strength lies in acknowledging the loss, grief, discomfort and hurt and then moving ahead from it. Sometimes when we do not grieve for our loss, we keep it all inside and it has a deeper impact on our emotional and mental wellbeing.

And this is when connecting to your inner-self plays an important role in helping you get through any difficult situation of your life. It is this connection that

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key takeaways When you are disconnected from yourself, some signs to look out for are constant self-doubt.

By connecting to your inner-self, you will tune in to your own needs and fulfill it.

Connecting to your innerself will empower you to face any struggling or challenging situation.

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brings out your confidence and self-esteem; which points you to the correct direction meant for your life.

Why do you need to connect to your Inner-self?

We all know that when we become aware, we become empowered. This awareness that we achieve through inner-self connection has many benefits#1 Achieve one’s own capabilities In order to reach our highest potential, we need to be aware of our own potential. When we connect with ourselves, we get to know ourselves better and become aware of who we are and what we are capable of.

#2 To know ourselves and others better When we spend time with ourselves, we not only understand ourselves but also others. We recognise the causes of other people’s behaviors for different situations. When we learn more about others,

we become more accepting towards the situation. By understanding the situation and the causes, we can improve the quality of our relationships and develop effective professional relationships and loving personal relationships.

#3 Become open to change Once we become aware of our counter-productive behaviors, we become open to change those because they are increasing the gap between us and our goal. Being flexible is very important in order to achieve something.

#4 To become resilient towards any uncertainties While we are learning from our past, we are decreasing the probability of making the same mistakes twice. Also planning prepares us for anything which might go wrong and we will be ready with a strategy to deal with it.

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How to connect with your inner-self As a Global Executive Leadership Development Expert here’s a brief insight of my Framework on how to connect to your inner-self and harness its power…

By connecting to your inner-self, you will tune in to your own needs and fulfill it and that will empower you to face any struggling or challenging situation.

Here is a quick four step guide for you to follow that will help you in establish a deep connection with your Innerself.

#1 Meditate to gaze within This is where you spend time to sit with yourself. For many, this is the most difficult thing to do as when we gaze within ourselves, we may come in contact with all those feelings and emotions that hurt us. The solution lies in not validating those thoughts and emotions, but releasing it from your mind, body and spirit through meditation.

As you gaze within yourself through meditation, accept yourself fully – your strengths and weaknesses and see yourself with kindness and compassion.

#2 Read your body signals To connect within, while we give value to our emotions and feelings, our body plays an important role in making that connection effortless. Knowing about how your body’s energy flows through certain activities that involves moving your body will give you a better understanding of your body’s needs.

It is equally important to understand that this connection with your inner-self should not be forced upon your mind or your body. When you try to connect with your inner-self, it should make you feel free and unrestrained.

#3 Digital detox As a practice, allocate at least 30 mins in a day and give yourself a complete digital detox by keeping your phones away, switching off TV and not even discussing about the current affairs of your country or the world – rather do something that you enjoy like listening to music, or playing with your pet if you have one, or doing a bit of gardening or even dancing or exercising.

As you disconnect yourself from the external distractions even if it’s for some time, you will notice feeling more energised and rejuvenated. All these activities help in increasing the happy hormones and lowering the stress hormones, which helps in establishing a deeper connect within.

#4 Journaling When we have too many thoughts running in our mind, it can sometimes get overwhelming to manage our mind.

Journaling is an extremely effective habit to restore you with strength and make you look at the same situation from the space of strength. Spend just a few minutes in the morning or evening by free-writing thoughts with an intent to let it all go.

Do not try to analyse or judge the thoughts, it should be a free expression of your thoughts that you should write.

Let this be a complete intimate exercise that you do for yourself to release any feelings or emotions by writing it down.

A deep inner-self connection is sometimes all we need to keep us sound and healthy in this evolving world.

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Land Rover Defender was support vehicle for Red Bull X-Alps A fleet of 12 Land Rover Defenders travelled 50,000km+ to support competitors in the Red Bull X-Alps 2021 race. The world’s toughest adventure race, has athletes battling 1,200km of wild Alpine terrain by hiking, ultra-running, mountaineering and paragliding.

Teams took advantage of 900kg payload, 168kg dynamic roof load and 300kg static roof load as Defender transported athletes, vital crew supplies and equipment. Fitted with Autohome Roof Tents, the rugged 4x4s doubled up as base camps for athletes at the end of each day – providing a safe space to relax and recover in comfort.

Terrain Response 2 technology, including world-first Configurable Terrain Response, allowed drivers to fine-tune the vehicle to suit both their driving preferences and the conditions. Land Rover has also introduced its range of in-line six-cylinder Ingenium diesel engines, featuring Mild Hybrid Electric Vehicle technology, and its advanced P400e Plug-in Hybrid Electric Vehicle powertrain, which provides an all-electric range of up to 43km.

2021Images, courtesy Niyama Private Islands.

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Skydiving into the ocean below Skydiving has been introduced in the Maldives and can now be experienced by guests at Niyama Private Islands. The experience begins with a seven-minute speedboat ride to Dhaalu Airport, followed by a short briefing, before boarding the plane for a 20-minute ascent to 12,000 feet.

The jump involves a one-minute freefall at the extreme speed of 200kmh before the parachute opens for a five-minute flight down to the white sand beaches. The tandem sky-dive costs $639 per person.

Niyama Private Islands offers 134 villas, suites and pavilions.

Images, courtesy Niyama Private Islands.

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Sustainability and technology

Global decarbonisation is heavily reliant on sustainable production of minerals and commodities. A thriving and healthy mining and metals sector is crucial for the global economy and to support the innovation of new technologies and materials needed for climate change reduction, environment protection, and the circular economy. Schneider Electric and AVEVA are providing tools required by organisations to make informed decisions across mining, minerals, metals.

IDC Technology Spotlight, Transitioning to sustainable mining practices, sponsored by AVEVA and Schneider Electric.

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SUSTAINABLE SOLUTIONS FOR A BETTER WORLD

Development Sector Advisory I Governance and Risk Advisory I Sustainability, Climate Change & ESG Advisory I Human Resource Advisory I Business Support Services

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Sustainability and technology

Global decarbonisation is heavily reliant on sustainable production of minerals and commodities. A thriving and healthy mining and metals sector is crucial for the global economy and to support the innovation of new technologies and materials needed for climate change reduction, environment protection, and the circular economy. Schneider Electric and AVEVA are providing tools required by organisations to make informed decisions across mining, minerals, metals.

Source: IDC Technology Spotlight, Transitioning to sustainable mining practices, sponsored by AVEVA and Schneider Electric.

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