Gigabit - June 2017

TELKOMGROUP’S DIGITAL TRANSFORMATION INTO A GLOBAL TELECOMS POWERHOUSE

June 2017

HOW WILL 5G DISRUPT THE AUTOMOTIVE

INDUSTRY? TOP 5

TECHNOLOGIES BUSINESSES NEED TO ENSURE SURVIVAL

DATA IS THE

NEW OIL AN INTERVIEW WITH DAIMLER CIO JAN BRECHT

Symposium 2017 Bright Lights, Big Ideas and You. Uptime Institute Certifies the World’s Digital Foundation for Business.

Join Us!

September 18 The Bellagio Hotel in Las Vegas, Nevada

EDITOR’S COMMENT

DATAERUPTS! HELLO AND WELCOME to the second edition of Gigabit.

We thoroughly enjoyed launching Gigabit last month, and received lots of encouraging feedback.

We hope you like this issue just as much, if not more!

Data, according to Daimler CIO Jan Brecht, is the new oil.

In our lead profile, we deep dive into this statement, quizzing Brecht about why Daimler believes information will become its most valuable asset. Sticking with the disruption theme, Leila Hawkins talks 5G with Caroline Dowling, Business Group President of Flex’s Communications & Enterprise Compute division. Why put 5G in cars? Would new regulations need to be drawn up? Gigabit investigates. We then look to the University of Tennessee, Knoxville’s Global Supply Chain Institute for its recommended five new technologies that can increase a business’s chances of survival.

Also, make sure to browse our exclusive company

reports. For an in-depth insight into global tech developments, read our interviews with Telekomunikasi Indonesia, GE Healthcare and Hydro66.

Enjoy your read, and tweet us your feedback @GigabitMag

Wedaeli Chibelushi Editor wedaeli.chibelushi@bizclikmedia.com 3

6 Data is the

new oil

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TOP 5 >TECHNOLOGIES BUSINESSES NEED TO ENSURE SURVIVAL

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Telekomunikasi Indonesia ASIA

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HOW WILL 5G DISRUPT THE AUTOMOTIVE INDUSTRY?

ASIA

Telekomunikasi Indonesia

USA & CANADA GE Healthcare

EUROPE

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Hydro66 EUROPE

Hydro66

AFRICA Khartoum International Community School

PROFILE

Data is the

new oil For Daimler CIO Jan Brecht, information will soon become the company’s most valuable asset W r i t t e n b y : T o m Wa d l o w

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D ATA I S T H E N E W O I L

“IF I HAD to sum up our focus in one slogan that would be it,” says Jan Brecht, CIO at Daimler. That slogan – data is the new oil.

Brecht is witnessing change in the automotive industry that is unprecedented in terms of speed.

Having already spent the best part of two decades at the German car, truck and bus manufacturing giant, it is this tectonic shift in gears in the automotive tech space that brought him back to Daimler in November 2015; this after six years at Adidas.

“If you ever wanted to be in the car industry in IT the time do it is now,” he insists. “We are seeing more changes now than we have seen in the past 20 or 30 years combined.”

Daimler uses CASE (connected, autonomous, shared economy and electro mobility) to summarise and approach such changes. All four elements are disruptive in their own right, but the fact they are all occurring at once presents a huge opportunity for Daimler to diversify and lead from the front. For Brecht, this means utilising all of the company’s IT expertise and assets spread around the world. “We have more than 8,500 internal IT employees across all divisions, half of whom are in Germany,” he outlines.

“We also have IT teams in all the major markets we operate in, from New Zealand to Canada, and strategically we are building delivery hubs outside Germany in the likes of Turkey, Portugal and India.”

No longer a builder of cars Roughly two years ago a strategic decision was made to reposition Daimler as a ‘provider of mobility 9

PROFILE services’. With origins of car building stretching back well over a century, Brecht points to future centred on mobility, driven by data.

Indeed, the company already offers car sharing services such as car2go and My Taxi/Halo, while moovel allows customers in the USA and Germany to optimise journeys via numerous forms of transportation, whether that means using other Daimler-backed services or public transport.

Data will also drive interaction with consumers when it comes to decisions on buying their own cars. Brecht explains: “There is a lot of opportunity in what I can ‘next best action’, which is much more than CRM and knowing someone’s address and birthday and sending a postcard. Rather, for each and every touch point we know what the next best action is for a customer.

“So if you’ve been on our website and configured a car, we want you to go to a dealership; if you’re at a dealership we want you to take a test drive and so forth. Or if you have a two-seater GT and have six kids, we could try to suggest and upsell larger cars. The data stream is the 10

June 2017

backbone which connects products and services to the customer.”

While customer and driver data is both numerous and lucrative, Brecht is aware of the caution required to preserve longstanding brand values around security and safety. Operating across numerous countries with varying stances towards data privacy adds in another complicating factor which, as Brecht says, makes harnessing data a bigger challenge legally than it is technically.

Connected cars Harvesting data from vehicles is less of a legal conundrum. While gathering car data for services such as real time traffic updates is nothing new, Brecht is looking at other ways to provide valuable information to drivers.

“You can also feedback data from things like wheel sensors,” he says. “Why is that important?

If, all of a sudden, you see quite a number of cars in particular area of one particular street that shows a lot of slippage, we know there is ice on the road. This information could be crucial for a driver who is half a mile away, and accidents can be prevented by warning people

D A T A I S T H EH E N AE D WL IONI E L

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PROFILE

“The focus is not just to compete with the digital competitors we have in the car industry, but also the platform companies, especially if they are active in the mobility space�

D ATA I S T H E N E W O I L

early. This is just one example of many many use cases.”

This naturally led one to ask whether Daimler’s vehicles can, in essence, talk to vehicles made by other manufacturers.

“We’re in a consortium with both VW and BMW,” Brecht continues, “and the consortium acquired a company called HERE, which is the number one competitor to Google Maps and will be vital in using the data from cars in examples like ice on roads. We are integrating the map data with the sensor data so the car can literally look around the corner.”

Manufacturing maturity Software has also become an increasingly important lynch pin of a vehicle’s manufacturing process.

Brecht introduces what Daimler calls a ‘digital twin’, which is a digital representation of a car at all stages during its life, from design and manufacturing to being out on the road. “This is necessary because while metal and rubber may last 15 years without being changed, software can be upgraded multiple times a year,” he explains.

Other manufacturing advances

can be seen in the 3D printing space, something which Daimler has been utilising for spare parts for several years. While it may not displace other manufacturing processes, for Brecht it is a case of how far this can be taken. More exciting, however, is M2M communication via the Internet of Things.

Brecht cites one use case: “We are a very asset heavy industry, so predictive maintenance that signals potentials problems in advance can greatly increase our utilisation of equipment. Even improving uptime by two or three percentage points can make a big difference.” This has already proven successful for welding guns, a predictive maintenance system which has now been rolled out across the board.

Strengthening the core External partners account for roughly two thirds of Daimler’s IT work, and a major priority for Brecht is to strengthen internal competency with one overriding objective in mind – speed.

Through a project called ‘indirect to direct’, Brecht will oversee three key approaches. The first is a matter 13

PROFILE of hiring more IT talent, especially in Germany, although this is becoming an increasing challenge as expertise is becoming scarcer in Central Europe. Second on Brecht’s list is to strengthen Daimler hubs in India, Turkey and Portugal, while the third element involves transforming the roles of 1,000 existing staff into more direct IT positions. This is all part of a three-year plan due for completion in 2019.

“This is trend I believe you will happening more and more,” Brecht comments. “We live in an industry that traditionally functioned in five to 10 year cycles, which is how long it takes to have a car engineered, tested and then on the road. If we turn our industry into a software industry these cycles become shorter and shorter – the multivendor, multi-layered sourcing approach that you find in many IT organisations just isn’t fast enough to respond in this new world.”

This is not to state that Daimler is looking to fundamentally alter the balance of outsourced and in-house IT functionality. “We will not be reversing that,” Brecht explains.

“Even slight changes to that ratio 14

June 2017

requires significant skills increases internally. The partners may look a little different than they used to – you need a network of agile, fast-moving partners which means you may be looking at using smaller vendors to build a system of mobility services.”

This stance reflects the priorities now evident in the upper echelons of Daimler senior management, who recognise the critical importance of technology in driving its wider business strategies.

Brecht continues: “When I returned to Daimler we asked the board of management a multiple choice question about what they want IT to deliver, with the options being speed, more functionality and cost reduction.

The unanimous answer was speed.

“The focus is not just to compete with the digital competitors we have in the car industry, but also the platform companies, especially if they are active in the mobility space. In terms of budget and headcount, IT is a massive part of the overall business strategy.”

An autonomous future?

With the shift from a vehicle builder to

D ATA I S T H E N E W O I L

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“The multivendor, multi-layered sourcing approach that you find in many IT organisations just isn’t fast enough to respond in this new world”

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D ATA I S T H E N E W O I L

mobility provider already well underway, Brecht has already made clear the importance of using data to fuel services such as car sharing.

But how far will the shift go? Can Brecht imagine a driverless world where nobody owns a vehicle?

“I can imagine this, yes,” he answers. “Do I think it will come anytime soon? Probably not. I don’t think there has been a more difficult time to predict the future than today. It will certainly go in that direction. How far and fast I don’t think anybody can say right now.”

According to Brecht, three barriers stand in the way of this becoming a reality. There are certainly some technical hurdles to overcome, although Brecht believes the legal obstacle may take longer to solve.

Puzzling questions remain, such as who or what takes responsibility for a vehicle’s actions, and whether some countries will be quicker to update statute than others.

“The most difficult

level of the challenge, however, is ethical,” Brecht states. This is especially the case when considering whether a human or a machine is responsible for certain decision making that could, ultimately, impact lives on the road.

Human errors in judgement that lead to serious incidents are, of course, tragic accidents. However, the picture becomes far more complex when it is a piece of software that has to make a life-changing call.

While for Brecht and Daimler a fully autonomous world of transport may be a long way off yet, the journey towards making data the lifeblood, or oil, of the company will continue to gather momentum.

Asked what we can expect to see in five years, the CIO concludes: “In hopefully less than five years’ time we will recognise that data is the most important asset of the company, and something we can monetise. Analysing this data is great, but shared and mobility services can generate profit streams from connected cars. I am confident that we will see this happen very soon, sooner than five years.”

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5G

HOW WILL 5G DISRUPT THE AUTOMOTIVE INDUSTRY? CONNECTED CARS ARE RAPIDLY BECOMING PART OF OUR DAILY LIVES, WITH DRIVERLESS VEHICLE TESTS NOW COMMONPLACE. WHAT ROLE IS 5G PLAYING IN THIS, AND WHEN CAN WE EXPECT NOTICEABLE CHANGE? LEILA HAWKINS INVESTIGATES Wr i t t e n by : LE I L A H AW K I N S

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5G

WITH HANDY DEVICES that can turn your smartphone into a thermal energy detector to diagnose leaky windows, and apps to protect your home by monitoring familiar movement patterns, it makes perfect sense that very soon cars will be able to navigate roads and recognise red lights without the need for a driver.

Driverless cars have four stages of development: feet off, hands off, eyes off and finally, brain off. This is set to start as early as next year, when the first of a new generation of autonomous vehicles will be released to the public. A key part of this is new 5G technology. But what is it exactly?

Up until now 3G and 4G have allowed users to connect to the internet via their phones, with each new generation up to 10 times faster than its predecessor. But the next step, 5G, will not only benefit communication between people, but also between machines, promising big benefits for the energy, healthcare, and automotive industries.

The expanded data capacity and lower latency of 5G will make it possible for vehicles on the roads to “talk� to each other, 20

June 2017

as well as with traffic lights and general road infrastructures, using a wireless network.

Like a much more sophisticated version of a Sat Nav, the systems will calculate journey times and carry information about the best routes to take and potential disruptions to traffic. The aim is to create smart cities, where vehicles are seamlessly connected to the

HOW WILL 5G DISRUPT THE AUTOMOTIVE INDUSTRY?

“SHOULD THE DRIVERLESS CAR VALUE YOUR LIFE OVER A PEDESTRIAN’S? ALL OF THAT IS YET TO BE FIGURED OUT”

entire transport network enabling cars to drive from door to door, negotiating traffic, motorways and roundabouts. All without anyone behind the steering wheel.

Why put 5G in cars?

One of the biggest benefits of autonomous driving will be reducing road accidents. Caroline Dowling, Business Group President of Flex’s 21

5G Communications & Enterprise Compute division, says “there’s no doubt that from a fatalities perspective there will be reductions, and there already are as a result of some of the technology that we’re seeing in traffic-related fatalities. 1.3 million people [around the world] die each year, and 95 percent of it is down to human error. Data will tell you it will reduce fatalities by about 25 percent.”

5G will also make driving more accurate in terms of overtaking cyclists closely without risk of collision. Having autonomous cars driving closer together will also make better use of road capacity and cut carbon emissions.

Additionally a study published this year by the UK’s Society of Motor Manufacturers and Traders found that self-driving cars would greatly improve the lives of six out of 10 people with limited mobility, who would otherwise not be able to drive.

5G is expected to create nearly 2.4 million jobs across the EU. The largest investor will be Germany, followed by the UK. While in the US testing requires approval at state level, the British Government is aiming to make the country an easy place for 22

June 2017

manufacturers to test their vehicles.

When will this happen?

Ford, Tesla and Honda have announced they will be producing self-driving cars in the next few years, and Uber have already introduced self-driving fleets to the public.

In the case of the latter, while the drivers still have to keep their hands on the steering wheel at all times, the vehicles rely on cameras and sensors to monitor hazards, and a mechanism called Autonomous Emergency Braking (AEB) puts the brakes on in case of an emergency.

Experts say the first real landmark will be in 2018, when drivers will be able to take their hands off the wheel for up to three minutes at a time. If something unexpected happens, the Advanced Driver Assistance System (ADAS) will safely manoeuvre the car to a halt.

Three years later drivers will be able to do things like read a book while the car drives itself along the road. The system will detect what’s ahead, with the car steering and controlling speed on its own.

By 2025 cars will be fully automated.

“Parts of the world will lag,” Dowling explains. “You still have some parts

HOW WILL 5G DISRUPT THE AUTOMOTIVE INDUSTRY?

ALL ABOUT FLEX

Flex is one of the biggest supply chain organisations in the world. Its turnover is $24 billion, and the company employs 200,000 people in 30 different countries across Europe, the Middle East, Asia and the Americas. It builds and distributes products for 13 different industries including healthcare, home appliances, wearable tech and automotive, for household names such as Johnson & Johnson and Vodafone. By partnering with telco providers, IT experts and chip makers Flex is providing smart, connected solutions, from electric cars with Ford to helping Nike reduce manufacturing waste. As experts in 5G technology, Flex is in the process of developing cutting edge tech like biometric tracking devices to give doctors up-to-the-minute information on patients with chronic conditions, and vehicles that will smoothly connect to the whole transport infrastructure without the need for a driver.

5G of the world on 2G, 2.5G and 3G technology, and today we’re just building to 4.5G moving towards 5G. Japan and South Korea are going to have it deployed by 2019. I think in the US, UK and EU, we will see it roll out between 2020 and 2025 en masse.”

What are the challenges?

There are many questions that need answering before this comes into effect. New regulations need drawing up to cover issues like whose responsibility it would be if there was an accident. Would it be the car manufacturer’s or the driver’s fault? And will drivers still need to pass the same rigurous test to get a driving licence?

EU standards will need changing so that MOT and National Car Test requirements are updated for driverless vehicles. It needs to be decided if a car is still roadworthy if it passes the standard test to be driven manually but the 5G system is faulty.

The British Government is already planning to release the Modern Transport Bill this summer, which will include changes to insurance and the Highway Code specific to autonomous cars.

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There’s also the issue of the huge amount of data this new technology will create. “The average connected car you drive generates 4,000GB of data a day,” Dowling says. “That’s four terabytes of data, versus a human who would generate 650MB. One terabyte is the equivalent of you watching Jurassic Park 302 times. It’s an incredible amount of data that you will generate.”

Then there’s the risk of hacking, as well as who will own all this new data - the car maker, the insurance company, or the local authority.

“It requires the government and regulatory bodies to come

“THE AVERAGE CONNECTED CAR YOU DRIVE GENERATES 4,000GB OF DATA A DAY… VERSUS A HUMAN WHO WOULD GENERATE 650MB. ONE TERABYTE IS THE EQUIVALENT OF YOU WATCHING JURASSIC PARK 302 TIMES. IT’S AN INCREDIBLE AMOUNT OF DATA THAT YOU WILL GENERATE”

HOW WILL 5G DISRUPT THE AUTOMOTIVE INDUSTRY?

together,” Dowling says, “and trying to figure out what the ethics around that are, but also what they need to change to enable it.

Europe is quite strong around data protection laws, but across the world they’re not as regulated.”

Last but not least, having what amounts to a robot in charge of deciding whether to swerve to save the life of a pedestrian over that of the passenger poses a big ethical dilemma. “Should the driverless car value your life over a pedestrian’s?

All of that is yet to be figured out,” she says. “Where does the choice lie, does it go back to the individual in control of the vehicle? Or does

it go back to the machine itself?

These are very significant questions that need to be addressed.”

Dowling adds it’s important for organisations like Flex to have an influence in these decisions to make sure that human responsibility is top of the mind beyond technology. “Just because we can do it, we often have to raise the question of “should” we do it.”

Once 5G is in place, it will free up a huge amount of capacity for critical cases, such as limiting the need for emergency services in case of accidents. “You have such a vast human side to benefit from,” Dowling says, “that’s the positive disruption.”

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TOP 5 >TECHNOLOGIES >> BUSINESSES NEED TO ENSURE SURVIVAL JESS SHANAHAN EXPLORES THE FIVE TECHNOLOGIES BUSINESSES NEED TO START EXPERIMENTING WITH IN ORDER TO KEEP AHEAD OF THE COMPETITION

>>>>

>>>>>>>>>>>>>>>>>>>>>> The flood of new technologies developed in the last decade point to a business revolution, and a new whitepaper from the University of Tennessee and Knoxville’s Global Supply Chain Institute identifies the technologies businesses should be taking very seriously.

These technologies are changing how businesses operate, making supply chains and processes more efficient while saving money over lengthier, less technologically advanced methods. These physical innovations are linked to informational innovations such as cloud computing, big data and advanced analytics.

DRONES

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>>>

Amazon has been leading the media charge with its vision for drone deliveries and while there are still some regulatory hurdles to overcome, trials have shown this to be a feasible new method of same-day delivery.

Drones aren’t just useful for fast deliveries, they can be used for warehouse inspections and inventory visibility. Full autonomy is the goal with drones that can fly around scanning barcodes or RFID tags to track inventory across a large warehouse.

In 2016, the USA’s BNSF Railway began using drones to inspect tracks, bridges and rail yards. The company has 32,500 miles of track in its system, all of which needs to inspected multiple times per week. The drone application adds an extra layer of inspection without increasing congestion around the tracks.

While there are still some obstacles to be overcome with drones, there are huge benefits to businesses in terms of customer service, costs and efficiency.

I N D I A’ S B I G G E S T P L AY E R S I N L O G I S T I C S

>>>

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ROBOTICS >> Plenty of companies are already using robotics, especially in logistics and supply chain environments. Automatic guided vehicles that can store, move and retrieve items have been around for years but the next step is a fully automated system that operates without human input.

Collaborative robots are also present in a variety of businesses and many manufacturers say the follow-me application speeds up picking operations. The cart follows until full when it then goes to shipping and an empty cart takes its place.

Robotics has a number of applications including package delivery, advanced order picking and more efficient manufacturing. The benefits to businesses are huge and include eliminating some safety concerns, improved customer service, flexibility and cost.

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>>>

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WEARABLE >> TECH

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Wearables, particularly smart glasses, have a range of benefits and usually fit into one of three categories: virtual reality (VR), augmented reality (AR) and mixed reality (MR).

The Microsoft Hololens is a MR product that has a range of uses, especially for training in hazardous environments. For example, it can project holograms of unsafe conditions in an existing location. A person wearing the headset can walk through a warehouse – or other environment – and identify safety problems.

Google Glass is perhaps one of the most well-known wearables and while it originally focused on the consumer market, the shift has been made to the commercial market.

Wearable tech has all sorts of applications beyond training, including remote support, manufacturing, healthcare and so much more.

I N D I A’ S B I G G E S T P L AY E R S I N L O G I S T I C S

>>>

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3D PRINTING >

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At the moment, 3D printing has a number of uses for low volume or one-off prints. It’s being used for custom soles for running shoes, rapid prototyping, promotional items, customized body parts and more.

Businesses can use 3D printing to quickly produce items and parts it may have otherwise taken days or weeks to make. Typically these applications are limited to the aerospace, automotive, medical and dental industries but as 3D printing becomes even more sophisticated, it’ll have wider uses.

The most practical use for 3D printers is repair parts. No more waiting around for a part to be delivered from an overseas manufacturer, you can just print it from the comfort of a workshop or warehouse.

The University of Tennessee’s whitepaper also touches on supply chain elimination as a potential effect of this technology and while it might not happen in our lifetime, it’s a possibility. The idea is to order a wide variety of products, have them delivered digitally, and then printed in one’s home, which would totally eliminate the supply chain.

I N D I A’ S B I G G E S T P L AY E R S I N L O G I S T I C S

>>

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DRIVERLESS > VEHICLES Driverless vehicles are coming on leaps and bounds with plenty of car manufacturers adding autonomous features to their models, but this isn’t limited to the consumer market. Trials are ongoing to test a range of autonomous trucks, which will have huge implications on how a business operates.

These trucks may be a lot closer to reality than people think, although there are still some legal issues and government regulations to overcome. Driverless trucks will first appear on motorways with local drivers maneuvering first and last mile. Platooning should go live within five years on selected roads, involving an active driver in the lead truck, followed closely by other trucks without drivers.

There are huge benefits to businesses who adopt this kind of technology. Drivers can get in that all-important relaxation time while the truck is doing all the work, getting rid of the need for lengthy stops and strict hours of service rules. Driverless vehicles also eliminate the worry of a driver shortage, speed up delivery times, and improve safety.

These are the technologies that are going to fundamentally change how we do business and it’s the companies that get on board early that are going to see the most success.

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I N D I A’ S B I G G E S T P L AY E R S I N L O G I S T I C S

>>

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PT Telkom Indonesia (Persero) Tbk

ALOLEK ATAT MOKLET NATUJNALREBEK ytilibaniatsuS mokleT ecnanrevoG

TELKOMGROUP’S DIGITAL TRANSFORMATION INTO A GLOBAL TELECOMS POWERHOUSE Written by Stuart Hodge Produced by James Pepper

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NAGN latn

PT Telkom Indonesia (Persero) Tbk or TelkomGroup, are working to become a fully digital telecommunications service provider, and have a masterplan to be major players in the global market by 2020

T

elkomGroup’s new stateof-the-art headquarters in the Indonesian capital of Jakarta epitomises everything which the company is evolving into – and helps to reinforce its goal of being the “king of digital in the region”.

And according to Telkom Indonesia’s Chief Technology Officer, Abdus Somad Arief, it is well on course to achieve that aim.

He reckons the company is almost where it wants to be in terms of ‘digitising’ itself but that is by no means the only goal for the group.

“Our target is that we expect to be in the top ten for telecommunications company in the region, in terms of market capitalisation,” he says.

“We have two main areas in which to develop, the first is the legacy business. We are building an international backbone, from Europe to the United States, as well as a domestic backbone – and one

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of our long term goal is to be the international hub between those two continents and this region.

“By hub, we mean that in two main senses: traffic, as in voice traffic and so on; and the network itself. So we will provide networks from Europe and around the world, and will also be monetising or bringing networks to Indonesia, to ensure that this will be our global hub,” Abdus continues.

“We have a roadmap to see that dream through, and we are now on the way to getting there, step-by-step.

“Firstly, we want to become one of the top ten tier network providers in the world, and we believe it will be achieved by 2020.

“And secondly, through the network development, which should be finished by next year,” Abdus explains.

Essentially, TelkomGroup is transforming into a completely digital telecommunications company. Hence, the company

ASIA

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is restructuring its operations to focus on its end-to-end digital business portfolio. That process of change will involve a revamp of both infrastructure and infostructure as the company looks to grow.

The infrastructure improvements will focus on increasing the network capacity to deal by supplementing the existing network with additions to what the company refer to as the “backbone network infrastructure”.

The group’s latest figures show it has built more than 106,000 kilometres’ worth of fibre-optic backbone network, domestically and internationally. In the domestic sector, the network can serve the needs of people all over Indonesia, and in the international sector, the group is working with 19 other global operators. Notably, the company recently succeeded in completing the installation of high-capacity cable under the sea, all the way from the French city of Marseille in Western Europe back to Dumai in Indonesia, ensuring a strong connection between the continents.

The infrastructure improvements,

23,876 Number of employees at Telkom Indonesia meanwhile, are focused on core system modernisation and a restructuring of the company’s IT provision to ensure it can cope with the network growth.

But even more important than any of that, is the culture the company is trying to ingrain as it goes through this process of growth and ‘digitisation’.

“Now we are changing a lot,” says Abdus.

“How are we looking to do that?

Well firstly by bringing in new blood.

Starting off last year, we replaced retiring employees with mostly people from the new generation who are

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“Our vision is that our programme will be the international telecommunication hub between Europe, the United States and this region” empowered to go to the next level.

“Our staff are the main engine of what we’re trying to do. Since they have come in, these new employees have been pushed to work hard and to bring new thinking, in terms of the business and in terms of the process.

“We give them freedom to explore their ideas and then share them with existing employees,” Abdus continues.

“And it’s worked until now because we’ve provided them with the environment to think outside the box.

“Secondly, a change has happened

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in terms of the culture itself. In all of the working environments, the business processes and the tools that we have, we are going digital every step of the way.

“Internally, we are digitising ourselves, including all of our technicians in the field, which are also already speeding up in that regard. Externally, we are empowering our customers, so that they can be more efficient.

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“There is less need for use of our contact centres and that kind of thing and this how we are digitising both people and the process and we are probably 80-85% towards being fully digitised.”

And the group’s new Jakarta HQ, which the company invested around $125 million (US) in, is a prime example of that new approach.

“It’s a fully digital building,” explains Abdus.

“So, the whole environment and the atmosphere is fully digital, from the design of the colour and layout, to the apps which are used in the building. Everything is fully automated and we also build connectivity every day by using apps.

“By having this facility and by bringing in new blood with a digital perspective into the company, we are sure that we can quickly achieve our goals.”

And the latest set of annual company results would certainly seem to back up that assertion.

For the financial year of 2016, Telkom’s revenue successfully increased 13.5 percent year on

year, means that profits increased by nearly the same amount and the company added 21 million new customers into the bargain.

“We are optimistic because we achieved very good results in 2016,” says Abdus. “It’s the first time since 2009 that we’ve achieved more than 10 percent growth for the company’s revenue, EBITDA

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Digitalization is everyone’s business Today, both new and more traditional players are under pressure to innovate faster, more flexibly and with fewer resources. People want new and innovative services with a great user experience. And they want them to be available at any time –on any device.

Right now there’s a new generation of disruptive and digitally-driven businesses out there showing the world how it’s done. They are agile and adaptable , and their success is fueled not only by software and technology but by the fact that they do first, fail fast and learn fast.

These digitally native companies are going horizontal in industries that have traditionally been vertical.

And they’re changing everyone’s business.

For Nokia, at its core this digital evolution is about expanding the human possibilities of technology.

The Cloud with a silver lining Digitalization, the Internet of Things and soon 5G are enabling a whole world of new services. The possibilities are endless, but they require new ways of thinking and doing. The successful transition to digital business requires not only new ways of thinking but new kinds of platforms and applications, cloudbased platforms and applications.

Cloud allows businesses to focus on their core business faster and with lower up-front investments.

The Nokia cloud portfolio builds platforms that connect people, businesses and a world of new devices. From mobile and any type of fixed network to the service platforms, it’s the only cloud portfolio to truly deliver end to- end solutions. And it’s helping businesses, enterprises and governments change how they operate with agile services made possible by cloud technology.

End-to-end is only the beginning Today’s networks were designed to handle personal communication and content like voice, video, and web browsing on computers and handheld devices.

The Internet of Things is already here, and both the opportunities and challenges it brings will continue to grow with the introduction of 5G and the massive traffic

www.nokia.com

volumes it will bring.

For over a generation Nokia has been leading the industry as the prime provider of secure, high-quality and scalable carriergrade networks. For us, endto-end includes our AirFrame data center solution, networking with our SDN and transport portfolios, a comprehensive portfolio of application software, lean operations and management through our OSS and CloudBand MANO solutions, and a comprehensive suite of cloud services.

Increased operational excellence Technology is evolving at breakneck speed. But what’s even more important is that so, too, are the ways in which services and networks are built and operated. Cloud, NFV and SDN take operability to a whole new level with common platforms, programmability and automation.

Applications and services will be continuously delivered without long planning and development cycles. And cloud also allows for real-time responsiveness to feedback and changing needs.

With the Nokia cloud portfolio, customers can upgrade and grow existing solutions and deploy new revenue -generating services in days, not months, as it is with traditional systems.

The automation and elasticity provided,for example, by our AirFrame data center solution, CloudBand and Nuage SDN portfolios enable networks to respond faster, deliver more consumer value and become morecompetitive compared to today’s systems.

The Revolution into Digital Business Nokia’s end-to-end cloud portfolio and services are ready for production right now. And right now Nokia is helping customers in all sectors to grow revenue by creating new models for old services, enabling new revenue generating applications and by literally changing how they do business. Nokia is the partner for the digital transformation. It’s the partner for moving business to the cloud. And together with its partners, clients and end users, Nokia is building the foundation for 5G and beyond.

and net income in a single year.

“The changing technological landscape affected that in the intervening time, but in 2016 we achieved all of our targets and our financial results were above the market average in Indonesia.”

He clearly believes the future is bright, and after almost three decades of service to TelkomGroup, it doesn’t seem like Abdus is going to be looking for a new challenge anytime soon.

“Of course we are all very proud to represent Telkom Indonesia,” he adds. “Myself and my

Service provider networks are at the epicenter of digitization.

You need to be faster, more efficient, grow through new services and security obsessed.

Here are some suggestions for how to do it.

Cisco Open Network Architecture provides an optimal solution to the challenges which service providers need to address the requirements of digital business.

Read more around this through: Cisco Open Network Architecture Whitepaper www.cisco.com/go/sp

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Š2017 Cisco Systems, Inc. All rights reserved.

Delivering a New & Improved Digital World

colleagues have a very tight emotional relationship with the company.

“Although we’ve brought in some new blood to replace retiring employees, the general turnover of employees is very low and most of us have a long history with this company, such as myself, having worked here 27 years.

“Almost all of the executive team have a long history with the company, and are changing together with

the business.

“In the last five years, we are very proud of what we’ve achieved and also have a very positive view about the company’s business in the future.”

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Making healthcare digital Written by Nell Walker Produced by David Kulowitch

G E H E A LT H C A R E

As a business composed of digital natives, GE Healthcare is well placed to make great technological strides. We speak to Charles Koontz, Jon Zimmerman, and James Richards about how GE Healthcare has transformed both itself and its industry

“We

are digital natives. We are purely about people, process, information, and IT. We speak, eat, and breathe digital.”

Jon Zimmerman, Vice President and General Manager at GE, is animated and eloquent as he describes his responsibilities over GE Healthcare’s valuebased solutions portfolio.

GE Healthcare exists to leverage its best-in-class technology and digital expertise to deliver outcomes for its customers, with a core focus on value-based care: enhanced care quality, increased practice efficiency, lower per capita costs and provider

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satisfaction. Zimmerman is hugely excited by GE Healthcare’s ability to ensure that “the right people are in the right roles, with the right skills, in the right quantities, at the right time.”

But it takes a detailed and sophisticated strategic vision to achieve the standards GE Healthcare has set itself – a vision that has led the organization to consolidate resources into a tight, streamlined, horizontal platform, as described by Charles Koontz, CEO of GE Healthcare Digital and CDO of GE Healthcare.

“We’ve created horizontal capabilities, which we’re driving at several levels,” he explains with a passion borne of experience.

“There’s the Internet of Things, which we take advantage of using our Predix analytics platform – it connects devices, collects the data,

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Central to GE Healthcare’s digital strategy is the use of cloud technology – to collect, analyze and process data and to serve as a common founda

WE SPEAK, EAT, AND BREATHE DIGITAL – Jon Zimmerman, Vice President and General Manager at GE

Jon Zimmerman Vice President and General Manager, ValueBased Care Solutions

Zimmerman is the VP and GM of Value-Based Care Solutions at GE Healthcare. He was previously at Availity, where he served as the General Manager of Clinical Solutions, leading the strategic development, planning and delivery of clinical information exchange via the Availity Health Information Network.

Visualutions Inc. is the leader in software enhancements to support county, state, and federal reporting requirements on the GE Healthcare Centricity™ Practice Solution.

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Cloud-Based Built To Meet NCQA Standards Single Sign-On From Centricity™ Built On Curated Datasets User-Based Conngurations

G E H E A LT H C A R E

Charles Koontz President and CEO of GE Healthcare Digital and CDO of GE Healthcare

Koontz is Chief Digital Officer (CDO), GE Healthcare, and President and CEO, GE Healthcare Digital.

In his roles, Koontz leads the horizontal implementation of analytics, cloud technology and deep learning solutions across all of GE Healthcare, and the strategy and operations of the Healthcare Digital business, which includes software solutions for enterprise imaging, workforce management and financial management.

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and ingests it into the cloud. We do a lot of what we call Advanced Preventive Maintenance, which is driven across the company and applied to healthcare. Plus, we are driving two dimensions of horizontal: the internal IT system that we call Digital Thread, and a consortium of third-party developers.”

The Digital Thread is, quite literally, what connects all operational processes within GE Healthcare.

The thread automates processes and enables insights and actions that improve performance. This lies within the remit of James Richards, the company’s CIO, who summarizes its purpose.

“The simplest phrase I consistently use to explain ‘digital’ is that we need to get more output with less input,” he says. “Most companies that have been successful in digital have not entirely built their own technologies; they have leveraged existing capabilities and put them together in a way that drives customer benefit for far less input than would have been required in the past. I also need to make it eminently easier for our employees

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GE Healthcare is building digital twins of hospitals, mining data to improve performance at the individual asset and entire network level

to perform their jobs, with better tools and better applications, and in some cases this means completely eliminating non-value-added tasks that no longer need to exist.”

Artificial Intelligence as a service For GE Healthcare, technological advancements are a staple of its operations. However, there is particular excitement around AI something the business has been hard at work developing and is now deploying to tremendous effect.

“We’re partnering with hospitals around the country. They have

millions of patient records, and in those records are millions of images collected from GE machines,” Koontz explains.

“Let’s say, for example, you have a lung condition – we provide algorithms that can identify an issue that might need immediate intervention, allowing the radiologist to more rapidly provide a diagnosis and begin delivering treatment.

We use these clinical partnerships to help create the algorithms, and then the radiologist will give us a thousand images of nodules in the lung, creating what’s called curated data. The potential accuracy

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G E H E A LT H C A R E

James Richards CIO, GE Healthcare

Richards is the Chief Information Officer (CIO) for GE Healthcare, based in Chicago, IL. He was appointed to his current role in March 2016.

Prior to joining Healthcare, Richards was the CIO, Finance. This role was created in Jan 2014, and was responsible for Enterprise & Finance Systems strategy, operations and deployments across the company. He partnered closely with the Finance, IT, and Global Operations teams in driving these priorities.

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of these algorithms is over 99 percent.”

GE Healthcare now has clinical partnerships that address a number of disease states and focus areas, including lung, brain, cardiovascular, pelvic and women’s health.

The company is leveraging its existing advanced imaging capabilities alongside the clinical expertise of its partners to develop algorithms that will aid physicians in the speed and accuracy of their diagnoses.

“This is going to be critically important for emerging countries, many of which have

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Through a partnership with University of California San Francisco (UCSF), GE Healthcare is developing a library of deep learning algorithms, one

a shortage of radiologists. This is real, and the solution is being developed today,” Koontz adds.

For Zimmerman, ‘artificial intelligence’ is no longer an appropriate term for what the technology has become. “I personally do not believe in artificial intelligence,” he says with a touch of humor, before swiftly expanding on his position.

“It’s because A) there’s nothing really artificial about it anymore,

it’s real intelligence, and B) it really doesn’t have any value unless it’s applied to something. Our team and our customers think of it more as applied intelligence. If you apply machine learning to the various data types, insights and intelligence will be born. That intelligence then has to be planted into the workflow of, or the experience of, a consumer, a clinical professional, or a revenue cycle person. So, as

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Qvera & GE Healthcare Customers Shoulder-To-Shoulder for More Than 15 Years Qvera is proud to be the trusted go-to interoperability partner for GE Healthcare customers through the most revolutionary time in healthcare IT.

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ver our 15 years of collaboration, interoperability has evolved from interfacing in-house systems to sharing patient data across communities, regions, and states. Qvera’s founding partners began working with GE Healthcare customers back when the products were known as Logician and Paradigm. Today Qvera provides universal interoperability solutions such as bi-directional health registry connectivity in all 50 states, and bi-directional data exchange between GE Centricity® sites and hospital systems such as Epic, McKesson, Cerner, and MEDITECH.

Qvera’s workflows go beyond checking the box to meet government requirements and enhance the GE Centricity user experience, providing doctors what they need at the point of care and improving patient health outcomes.

As the healthcare IT landscape continues to mature, we are on the forefront of evolving interoperability standards. Working with HL7 and IHE, we are helping define the standards of the future and driving down the cost of healthcare interoperability.

* Centricity is a registered trademark of General Electric company.

Celebrating Our 15-Year Relationship with GE Healthcare Customers! info@qvera.com

801-335-5101

www.qvera.com

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we invest in understanding data and what it’s telling us, we try hard to do things that make a difference and create better outcomes.”

A common source of truth Through its Digital Thread, GE Healthcare has aggressively rationalized its application landscape to achieve these levels of technological advancement. Like any large enterprise, it had evolved from an operation that ran its own data centers and databases and deployed point solutions, leading to thousands upon thousands of applications speaking to each other, making IT incredibly complex.

“The mission of Digital Thread is to turn that spaghetti of applications into a consistent global set of pillar applications, which form the foundation of the business,” Richards explains. “When you have a consistent data set across the organization, you have a common source of truth. Then, you can start building applications and analytical tools which sit on the foundation, allowing you to do

incredibly powerful things.”

Fully harnessing the data driven by this cleaner, more uniform process is, in Zimmerman’s words, “a wonderfully large, hard problem to tackle.” With 37 years of experience in this industry, he is still thrilled by the advancements he has seen and is continuing to help develop, because he is able to see the ever-improving outcomes from the inside.

“One of the biggest challenges is the fact that data is largely defined by individual health systems, meaning there’s a huge quantity of it and it is often highly fragmented. This isn’t just in healthcare, of course – this is across the world at large, and really, it’s only in the early stages of being tackled.

You have to be able to understand data in all its forms, so that it can be correlated and applied.”

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TECHNOLOGY

The art of growth regarding how important technology Part of what helped GE Healthcare is and how increasingly pervasive it grow into its current status as an is, is the intelligent harnessing and industry giant is acquisitions, meaning application of it to make a difference,” a lot of systems have been cleaned up he continues. “To embrace quality, to create consistency. That, combined efficiency, and the ability to be rewarded with the streamlining for the work that you do.” of GE’s own data An example of good systems, meant IT that GE Healthcare a concerted drive has firmly embraced is towards consolidation. cloud computing. Since “The whole idea part of the company’s here is that some digital consolidation was IT energies are the funneling of huge good, some are volumes of information bad,” Koontz says. into taut, legible “We’ve consolidated streams, an effective – James Richards, hundreds of vendors data storage system CIO, GE Healthcare down to four primary was key, and cloud ones, and we’re standardizing our technology met that need. processes into something horizontal.”

“Three years ago, if you went to The good and bad IT energies a CIO in a hospital and said, Koontz mentions can be found “What about cloud?”, across the entirety of the digital they would have been landscape, reaching far beyond hesitant,” Koontz GE’s own in-house technology. In says. “Now, Zimmerman’s words, “technology with the in and of itself is a very powerful and dangerous intoxicant.”

“I think the challenge we have

“When you have a consistent data set across the organization, you have a common source of truth”

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G E H E A LT H C A R E

volume of data, they are more than willing to talk about cloud. Whatever the type of data – be it operational, financial, lab, or clinical – hospitals are wanting GE and others to help them process that data in an applicable form.”

But it’s not just the elevated level of service it enables GE Healthcare to provide, Richards says. It’s fundamental to GE Healthcare’s success in the future.

“If you think about what legacy organizations look like – doing everything ourselves, setting up in our data centers, deploying our own applications across multiple functions and various regions – that complexity does not enable sustainable growth,” he says.

“That’s one of the major reasons why we’re pushing for a common foundation for the entire enterprise.

By moving to cloud – and 40 percent

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of our applications are already there – we’ve made huge progress. The real value here is when you build a core foundation where you can rely on data integrity, that enables you to build things that may be very specific given new markets, new customers, and new regions. We can build lightweight capabilities accessible across the globe through a smartphone. That’s how you do sustainable growth.”

Change from within None of GE Healthcare’s incredible work toward peak operational efficiency and top-level digital technology would have been possible without the initial step of changing minds from the top down.

“There are major change management processes and methods that need to be put in place and should never be underestimated,” Koontz says. Looking at who the company can count on and how the organization moves forward is where change management comes into play, and the vision must be laid out for all.

“You say ‘here’s the objective, here’s what we’re trying to achieve,

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here’s why it’s important to the business, and here’s the role I need you to play in that vision’. That communication must be frequent and cascading,” he continues.

Of course, all of this would mean nothing without GE Healthcare’s customers, and their patients in turn. Part of Zimmerman’s job, and one of his favorite elements of it in his own words, is engaging deeply with customers: “Those hospitals, clinics, and physicians give me the great privilege of understanding their operations, their challenges, and their needs,” he says. “I am blessed to bridge those two worlds. I get to

bring the best technologies to life, in a way that customers can adopt and use them to achieve better outcomes.

That’s my role in life and I’m thrilled beyond words to be able to do this.”

Richards adds: “We have to push a willingness to think through what the art of the possible is. There’s an insatiable demand for better patient outcomes, which is what we’re really after here. This goes beyond advancements like making it easier to make restaurant reservations – we’re talking about real lives at stake.

“So I think that’s the exciting part – that the demand will always outstrip the supply.”

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An award-winning colocation data center company built perfectly for the modern world Written by Stuart Hodge Produced by Danielle Harris

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HYDRO66 CEO ANNE GRAF EXPLAINS WHY THE WORLD’S FIRST 100 PERCENT HYDROELECTRIC DATA CENTER IS HAVING TO EXPAND TO KEEP UP WITH DEMAND FOLLOWING A HUGELY SUCCESSFUL FIRST YEAR OF BUSINESS

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he need for companies to store data is growing at an exponential rate and presents us with one of the most complex technological questions of the modern age, which is: how can we keep up with compute and storage demand as data grows by 30-50 percent every year?

Cost is also a massive consideration for corporate IT budgets as they struggle to cope with the growing financial burden of having to host data, whether that be on-premise or externally.

Hydro66 is the world’s first 100 percent hydroelectric data center and their claimed efficiency is not just a marketing gimmick – it is the very reason that the company is able to offer a solution to the market which provides exceptional value for money.

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HYDRO66

CEO Anne Graf explains exactly how Hydro66 is able to use its resilient green power model to benefit customers.

She says: “We offer colocation in quite a different way to traditional operators. In the past, these facilities have been built in large city centres, close to where lots of people are and where the power is really expensive. The reason for this was the hugely expensive cost of telecommunications.

However although telecoms costs are a mere fraction of what they were, datacenters continue to be built in city centers.

“Also they’ve essentially been designed in the way that was common to the time, in the 1990s and early part of this century. So what we’ve done is identify a much better way, and created a much more efficient design to provide a sustainable green colocation service to the market. Now we are saying to the colocation market “The Internet giants have worked it out, move data not power”.

“We’re providing a scale colocation

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solution that hasn’t been available before, one that more and more companies are seeing that they need to find. We’re helping IT budget holders cope with the growth of data, and at a price that makes sense for them and for our planet.”

The founding team for the Hydro66 venture is led by British entrepreneur David Rowe. He was the founder of Easynet, the world’s first B2B ISP, which grew to a business worth hundreds of millions of dollars.

That business was sold to Sky

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“We’ve identified the optimum location, delivered a next-gen design and provided a truly sustainable colocation solution to the market”

and Rowe left Sky in 2013. That’s when he directed his team to begin working on this idea. Rowe saw the change that was happening with the growth of the Internet and, particularly, of data and the need for a solution to cater for that.

Graf explains: “David got a team together and along with Andy Long, the startup CEO, they went on a site selection mission around the world to work out where would be the best place to build the mostefficient kind of datacenter.

“They decided on the north of Sweden, where Facebook had recently built its first data center outside the US. It’s very close to a superabundance of hydropower and it’s in the middle of one of the world’s most reliable electric grids, what we refer to as the Nordic Battery.

“What that means is you’re able to get resilience by being connected to multiple grids and you do not need to build all the resilience onto your data center design. So you can have fewer

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HYDRO66

diesel generators, and lead acid batteries because you have multiple connections to different regional grids and substations. This grid resilience helps our design to be very efficient from an architecture and capex perspective, and we then pass those savings onto our customers.”

The company has a team of nine staff who all occupy management positions and work in partnership with local companies to run the data center with a staff of around 25 required to keep it working 24/7.

Despite only opening at the start of last year, the success of Hydro66’s model has already been recognized by the industry, with the company beating the likes of Volta, Interxion and CenturyLink to the 2016 DCS Hosting/Colocation Supplier of the Year award.

What has surprised the team though, is just how quickly the company has been able to sell the space, with two-thirds of the existing capacity already taken up.

Importantly though, the current site has room to expand to seven times its current size, and phase two of the

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Anne Graf CEO Anne was born in the early part of the 1980s and has been fascinated with technology since getting her first computer when she was 10. After studying Marketing, EU Affairs, English and German at the International Business School, she spent the first seven years of her working life in London Her journey with Hydro66 started in 2014 when they came to the region to do site selection and during the investment and construction phase.

At that time, Anne was working for inward investment agency The Node Pole after deciding to make the move back to the region where she grew up. Anne passionately believes that the region’s robust power infrastructure can help companies to cope with the power and energy requirements of the age.

That desire made the opportunity of joining Hydro66 too good to pass up.

She was first employed as CCO in October last year, before taking over as CEO in February. Anne says she’s “very excited” by the challenge of cleaning the Internet’s infrastructure.

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HYDRO66

YOUR LIFE BUSINESS. We are proud to have been chosen by Hydro66 to plan and build their new Datacenter in Boden. We have more than 40 years of experience in building within the arctic region. The result is a Datacenter that is unique in its design, sustainability and function. It is the world’s first datacenter with wooden superstructure. As a dynamic co-location center it can be adapted to any client’s needs and demands. Due to our climate, Swedish low energy costs and green building it is one of the most sustainable datacenter ever built. It is a reference leader for how datacenters should be built in the Nordics.

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development is already underway.

Graf said: “We are now at 65 percent of our capacity occupied.

What we built in the first phase is 1,000 square meters and 3.6 MW. Our plan is to build out the entire site incrementally. So in the first phase we built one office building and two data halls, which are each 500 square meters and connected by a central infrastructure corridor.

“Our 5 year business plan is to keep building out more data halls until we get to 14 in total. Then, depending

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2014

The year Hydro66 was founded

on the density, it should take us to 22 MW and we’re on a site with capacity for 45 MW. The initial structure though, is 14 data halls, so essentially 7,000 square meters, with 5,500 square meters available to clients.

“We are the first colocation data center operator to fully implement the European Code of Conduct on Data Center Efficiency, building capacity and resilience levels according to our clients application needs. So because we’ve sold twothirds of the existing capacity, we’ve started the preparation for the next stage of development which means an additional four data halls.

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TECHNOLOGY

“Obviously there are several stages to that development and it depends on exactly how our pipeline develops in terms of retail or wholesale demand. We have both of those types of customers. You have the ones who buy single racks or even 50 racks, on a per rack basis, and we also work with larger customers on developing bespoke data halls. They can have a data hall or halls to themselves, purpose built to their desired power density, resilience levels etc.”

So can customers expect to benefit from the extra capacity anytime soon?

Graf adds: “We’ve designed our facility to be modular and scalable – we will

continuously build new retail capacity to make sure we can deliver a large number of racks in a very short time.

Hydro66 are uniquely positioned to offer colocation on demand.

“For larger clients with wholesale needs, we’re working on the preparations now so there is much activity on the site today. By the end of the summer we’ll be able to deliver a bespoke hall, to order, in four months, which is an incredibly short timeline in our market.

“Market uptake has been a lot quicker than we expected but maybe the future is coming quicker than we all realize.”

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Empowering students through world-class education Written by Catherine Rowell Produced by Vince Kielty

The KICS innovative classrooms

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Khartoum International Community School’s implementation of Blended Learning has transformed the student experience, integrating technology and education to provide world-class results

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he education and teaching sector has been undergoing a rapid transformation with the rise of digitalisation and technological advances, presenting challenges to educators who must regularly redefine established instructional teaching methods. This is evident in schools and educational establishments worldwide, where providers regularly discover that developing technologies can revolutionise the way students learn, interact and communicate.

In keeping with the DAL Group’s vision of growth and excellence for Sudan, Khartoum International Community School (KICS) was established in order to be Sudan’s premier school for empowering children. With approximately 400 students from reception to year 13, the private school is highly diverse, with students from over 50 countries studying alongside

their Sudanese classmates.

Since the campus opened in 2005, the school has placed significant investment in developing its facilities to support a robust digital infrastructure and an integrated technology environment that is both cutting edge and supportive of best teaching practices. Consequently, KICS’ development of Blended Learning encompasses seven traits which focus on the advantages of integrated technology and experiences, which then maximise learning opportunities for students.

In order for Blended Learning at KICS to become a success, teachers have also been required to recognise that their role in the classroom is continually changing. Students are able to share work, exchange ideas and easily access world knowledge – and not necessarily from within the confines of the classroom. Students are encouraged to develop deep

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K H A R T O U M I N T E R N AT I O N A L C O M M U N I T Y S C H O O L

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AFRICA

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LEARN BELONG SERVE COLLABORAT E

At AISA, we are committed to fostering a learning community of educators shaping the future of international education on the African continent.

AISA schools are characterised by the values of AISA which include a commitment to international mindedness, learning, collaboration, and service which emerge from our belief in the intrinsic value of all individuals.

Our community of 74 internationally accredited schools benefit from: · Access to AISA annual conferences including the School Heads Retreat, Leadership Conference and Educators Conference · Access to over 20 Professional Learning Institutes held across the continent each year · Online professional community groups and learning · Annual student awards · Annual teacher scholarships · Networking and leadership opportunities throughout the AISA community

To find out more about AISA and how you can get connected go to: www.aisa.or.ke

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The KICS IT Support team

meaningful connections while using mobile technologies and internet tools to gain access to centres of knowledge. This has led to many teachers redefining their role within this new and changing digital world.

Technological advances KICS’ objective has been to develop a dynamic learning environment on and off campus, where individuals are empowered to take advantage of interactive possibilities. The

school operates an evolving digital classroom environment, KicsLearns, which is accessible by students, teachers and parents. Here, students can access their classes, participate in learning activities and communicate with one another.

Parents are also asked to participate in their children’s digital classrooms, while engaging in assignments, resources, collaborations and feedback, promoting the school’s anytime, anywhere learning vision.

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K H A R T O U M I N T E R N AT I O N A L C O M M U N I T Y S C H O O L

To support this vision further, all students from years 3-11 are provided with iPads, which they are able to keep until they leave the school.

Students in the infants section up to year two share classroom sets of iPads, and students in years 12 and 13 each are given a laptop computer.

If students have a question, they can go online and see what the other students have said, as well as see feedback from their teachers.

Social media presence Through utilising key technologies, the use of social media is also encouraged at KICS. Students regularly use Twitter, Facebook, Pinterest and blogs, which encourage them to write openly and freely, connecting with classes in other countries and experts around the world. It’s not uncommon to students to discuss design principles, poetry, or health through social media, for example. The students gain a wealth of knowledge, which isn’t written in the form of dry textbook language, and they develop language that is increasingly

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KICS has separate media accounts for each school year level and subject

Nigel Winnard Principal of KICS

formal and complex in nature. This, in effect, prepares students for assessments and exams, allowing them to put across the messages or meanings they intend to express.

However, the school is acutely aware that internet and digital security is KICS’ largest concern with regards to social media access. To counteract this, KICS has separate media accounts for each year level and subject, and children under 13 years are not

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permitted to use personal accounts, and only engage with social media under teacher supervision.

Learning Lab, CafĂŠ 21 and the seven traits of Blended Learning Teachers are expected to acquire certain technological skills, but are also supported to embed Blended Learning in their classes, with training and resources available through KicsLearns. Furthermore, teachers can participate in weekly

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K H A R T O U M I N T E R N AT I O N A L C O M M U N I T Y S C H O O L

“Teachers can participate in weekly Learning Labs and Café 21; these are analogous to a Genius Bar at an Apple store.

This enables teachers to discuss new ideas or topics in education and gain further support” 94

June 2017

AFRICA

Learning Labs and CafĂŠ 21; these are analogous to a Genius Bar at an Apple store. This enables teachers to discuss new ideas or topics in education and gain further support.

Additionally, during the school year, teachers participate in Blended Learning environment (BLE) reviews and self-evaluations, which are based on the seven traits of a BLE framework that the school has independently developed.

Through these reviews, teachers are encouraged to look at how their learning environments are organised in order to promote active learning engagement. This helps enable KICS faculty to see how the digital environment can be designed to maximize learning opportunities and redefine the learning experience for students.

Local challenges Despite such transformations, KICS has faced a number of internal and external challenges.

Located in Sudan, the school has consequently been restricted by US economic sanctions. Despite

this, the school has come a long way and is in regular contact with other international schools across Africa, the Middle East, India and elsewhere. All these areas are striving to implement Blended Learning and embrace new teaching methods.

At the end of President Barack Obama’s term, sanctions were lifted; however, this is currently under a six-month review, so there has yet been no change in how the school conducts its business.

Looking to the future With the majority of graduating students attending outstanding universities, it is clear to see that KICS produces real learners who are global contributors and leaders. With support from the DAL Group, faculty and community, KICS has established a vision for learning which has enabled students to become increasingly empowered and creative. The student learning experience is clearly paramount, and great education will continue to be delivered into the foreseeable future.

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