Gigabit magazine – October 2018

Digital transformation for the new banking customer www.gigabitmagazine.com

OCTOBER 2018

Taking the human lead in capital management

Enabling supply chain transformation ORADIAN FINTECH PRODUCTS THAT MAKE A REAL DIFFERENCE

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November 22ND 2018 // RDS Concert Hall

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WELCOME

W

elcome to a jam-packed October issue of Gigabit magazine.

The role of supply chains is changing at breakneck speed, driven by a worldwide business movement towards digitisation. Companies of all sizes are attempting to transform their supply chain and procurement functions, with varying degrees of success. We speak to Dr Stijn-Pieter van Houten, Director Supply Chain Strategy & Operations for Deloitte NW Europe and Arjan de Witt, Manager at Deloitte Consulting, who are changing the perception of consumer businesses and retailers about how effective supply chains operate.

Elsewhere, our expert digital strategist this month is Ceridian’s Managing Director for Europe, Ross Tracey.

Ceridian is taking the lead in human capital management and Tracey is the driver behind the UK launch of its disruptive Dayforce platform. Ceridian – a leader in the human capital management sector since its foundation in

1992 – believes it has the answer to this growing demand.

Elsewhere we talk to business leaders at MONETA Money Bank and Align, among many others, who address the burning issues affecting their respective companies.

Our Digital Disruption feature this month focuses on fintech products currently making a real difference in industry as Marko Elezovic, Head of Technology at Oradian, discusses the potential impact of technology on financial inclusion.

Our Top 10 list details the standout IT service providers in the world, as ranked in Everest Group’s 2018 Service Provider of the Year awards. Plus, we provide an exhaustive list of the best events and conferences from around the globe.

Enjoy the issue!

Andrew Woods. andrew.woods@bizclikmedia.com w w w. g i g a b i t m a g a z i n e . c o m

05

Taking the lead in human capital management

28

40

52

Building fintech products that make a real difference

12

Deloitte UK Europe

72

92

Europe

Europe

Mellanox Technologies

Uniper

108

Blockbase Europe

122

140

Europe

Europe

MONETA Money Bank

Coface Israel

150

164

180

North America

North America

North America

PwC

194

Sanlam Personal Finance Africa

Align

208

Old Mutual Iwyze Africa

PBL Insurance Ltd

222

Coal Services Pty Limited Asia-Pacific

236

248

262

Asia-Pacific

Asia-Pacific

Asia-Pacific

Brightstar Corp

274

BAI Communications Asia-Pacific

Jabil

292

Al Ahli Bank of Kuwait Middle East

SCT Group

304

Balsharaf Group Middle East

12

Driving supply chain transfor– mations WRIT TEN BY

JA MES HENDERSON PRODUCED BY

RICHARD DURR ANT

OCTOBER 2018

EUROPE

13

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DELOITTE

Deloitte’s supply chain practice is helping companies across Europe implement critical supply chain transformation and digitisation programmes

T

he role of supply chains is changing at breakneck speed, driven by a worldwide business movement

towards digitisation. Companies of all sizes are attempting to transform their supply chain and procurement functions, with varying 14

degrees of success.

And while the arguments for digital transformations seem to have struck a chord with executives, implementation is not happening as quickly as one might have expected.

A recent industry study found that while 83% of respondents believe digital transformation will be impactful, only 5% of respondents have highly automated processes.

With such a discrepancy between aspiration and execution, companies are increasingly turning to global supply chain practices to help them devise a pathway to effective supply chain transformation and digitisation, with Deloitte being a prime example.

Key to this pathway, says Dr Stijn-Pieter van Houten, Director Supply Chain Strategy OCTOBER 2018

Stijn-Pieter (front) and Arjan (back)

EUROPE

15

2016

Year of North Western Europe integration

30,000 Employees

London Headquarters

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EUROPE

& Operations for Deloitte NW Europe,

tailored products that suit their needs.

is changing the perception of FMCG

Further, established retailers are

businesses about how effective

being pressurized by e.g. ecommerce,

supply chains operate.

discounters and convenience channels.

“Companies often still pursue a ‘one

The result of these trends is that increas-

size fits all’ approach when it comes to

ingly different types of products are

supply chain where the way they plan,

coming to the market and that increas-

produce and distribute their products all

ingly the service levels demanded from

follows the same pattern from a supply

FMCG companies are becoming more

chain and even technology perspective,”

stringent. So, it makes sense for FMCG

he comments.

supply chains to move to a model

“But what we are seeing increasingly

whereby different (virtual) supply

is consumers are becoming more

chains are created and managed for

demanding, and they want to have more

distinct groups of products and/or 17

E X E C U T I V E P R OF IL E

Dr Stijn-Pieter van Houten “SP” is a Director at Deloitte Consulting in the Supply Chain Strategy service line of Deloitte’s Strategy and Operations Practice since February 2018. He has been working for over 11+ years with primarily Consumer Products clients in developing and delivering competitive supply chains in terms of cost, operating models and (digital) innovation.

His experience is focused on leading Supply Chain work in the areas of: • SC Strategy & Transformations • Operating Model Development • Supply Chain and Integrated Business Planning • Customer Centric SC Design

w w w. g i g a b i t m a g a z i n e . c o m

DELOITTE

customers. Organisations will have to ensure that their supply chains become more differentiated and adapt them to changing customer (and consumer) demands, while managing their cost to reach the right profit levels.” Besides differentiation, part of a successful future setup also requires supply chains to be truly synchronized from and end-to-end perspective.

What seems clear though is that for all the talk of collaboration, there are still stark disconnects between supply chain functions such as demand planning, warehousing, logistics and customer service, all of which 18

have often their own separate set of targets driving particular behaviours and outcomes.

This is then besides the lack of integration between commercial, finance, innovation and supply chain. The lack of end-to-end planning and synchronisation, says van Houten, is hampering the supply chains of even some of the world’s largest organisations.

Analytics and increased supply chain visibility are also central to the supply chain transformation blueprint, he adds. “We know that the market place is volatile, so companies need to be aware of trends and changing customer demands. Products can very quickly become popular and gain traction cross social media, so companies need to have the insights & foresights (“sense” and OCTOBER 2018

“ For supply chain we have a specific supply chain digital experience where we also show the impact of technological disruptions and emerging trends” — Arjan de Witt, Manager at Deloitte Consulting

EUROPE

CLICK TO WATCH : ‘LET’S DO THIS – MAKE YOUR IMPACT WITH DELOITTE’ 19 capabilities that enable them to move quickly (“respond”) when that happens.

In an increasingly crowded and competitive market place, Deloitte’s clients are asking for non-traditional services in a bid to remain successful and be customer centric, according to Arjan de Witt, Manager at Deloitte Consulting.

“Across all of our projects, our clients are consistently asking us to help them adapt to this new world and advise them on new ways of working. In years gone by, a client would just want to see a presentation but now we’re providing them with proof of concepts or run pilot programmes with them.

Our clients recognise that change is going w w w. g i g a b i t m a g a z i n e . c o m

DELOITTE

20

on, and expect us to inform them what

As part of the journey to under-

that means for them as a business.

standing the ‘art of the possible,’

For us it means that we have to work

Deloitte leverages its ‘Digital Garages’

very closely with our partners and

– with a new one soon to be opened

leverage our eco-system to really

in Amsterdam. “These are really

provide our clients with a competitive

energetic, start-up like, environments

edge. What we have proven we can

where we take our clients and hold

do is bring fresh insights that inspire

discussions about the different digital

them – we help them to understand

building blocks, how they fit together

‘the art of the possible’.”

and how they should operate in our

OCTOBER 2018

EUROPE

“ What we have proven we can do is bring fresh insights that inspire them – we help them to understand ‘the art of the possible’” — Arjan de Witt, Manager at Deloitte Consulting

21

clients’ companies,” says de Witt.

“For supply chain we have a specific supply chain digital experience where we also show the impact of technological disruptions, emerging trends and what you can do to adopt them in your supply chain and organisation. We do this by creating a serious game environment where we really want to not only showcase the technologies but w w w. g i g a b i t m a g a z i n e . c o m

DELOITTE

also give them subjects to think through.

We’re working in collaboration with our eco-system of partners to make the experience as valuable as it can be.”

But for any transformation to work, companies must ensure that their employees are prepared to embrace the ‘change journey,’ says van Houten.

“You can put in as many tools and new processes as you want, but if you don’t change the people, if you don’t change their behaviour and the way they look at their business then it’s never going to work on 22

the mid- to long term. Ultimately, we train our clients’ people to change their businesses so they work end-to-end with their customer in mind. You have to really look at a business end-to-end and ask how do day-to-day activities and decisions impact the customer and consumer at the end of the supply chain?

“It’s also really important that companies encourage collaboration across all of their departments in an effort to really break down silos and business functions. That’s the best way to think about what is best for customers and develop the optimum organisational setup to sustain and improve a segmented way of working across function, while delivering the right services in a profitable way.”

OCTOBER 2018

EUROPE

“ Supply chains have to become more flexible and adapt to changing consumer and customer demands at an increasingly faster pace” — Dr Stijn-Pieter van Houten, Director Supply Chain Strategy & Operations for Deloitte NW Europe

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23

DELOITTE

24

THE VISUALFABRIQ CONNECTION Deloitte utilises VisualFabriq’s AI Enhanced Revenue Management Platform, says: “The VisualFabriq platform greatly reduces the routine work load for consumer-packaged goods organisations by largely automating demand creation, demand and budget reviews and promotion planning and making all of these available at the commercial level on which the sales organisation operates.

“This means that organisations free up time from day-to-day routine work OCTOBER 2018

EUROPE

CLICK TO WATCH : ‘HOW WOULD YOU PLAN YOUR BEST TRADE PROMOTION EVER’

to instead focus on interacting

Besides these immediate benefits

strategically and tactically with their

for the commercial function, solutions

customers. In these interactions, the

like VisualFabriq are increasingly

AI-driven scenario planning further

becoming the forefront of customer

supports the account managers by

centric, synchronised supply chain

creating direct insight into a full range

setups driving better customer service

of options and showing the volume

and higher profit margins via tailored

and financial pros and cons in detail

supply chain responses.

with a much higher level of reliability than traditional estimations. It shows these outcomes both from the point of the manufacturer and the retailer, optimising for the choice for win/win scenarios.” w w w. g i g a b i t m a g a z i n e . c o m

25

October 29-30 2018

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Group Executive Global Communications Newmont

Chief Digital Officer Vale

President & CEO Women Who Rock

Chief Operating Officer Anaconda Mining

Platinum Partners:

President, CIM & Dir. Green Mining Research Natural Resources Canada

CEO Proudfoot

Director, Government Affairs and Energy Goldcorp

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WHY ATTEND? A packed agenda contains all the key themes shaping the future strategic direction of the industry.

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Numerous networking opportunities with fellow attendees and sponsoring solution providers as over 300 people are expected to be in Denver.

To download the full agenda and register visit americas.future-of-mining.com or email events@aspermontmedia.com

LEADERSHIP

28

Taking the lead in human capital management OCTOBER 2018

29

Gigabit Magazine hears the Ceridian story from Ross Tracey, the HCM firm’s Managing Director for Europe and driver behind the UK launch of its disruptive Dayforce platform WRITTEN BY

BEN MOUNCER

w w w. g i g a b i t m a g a z i n e . c o m

LEADERSHIP

A

s technological change continues to

Gigabit Magazine. “What really

sear through businesses at a rapid

resonates is a single application

rate, one of the inevitable side-effects

with employee records and

is the impact it has on what remains an organisation’s core assets: its employees.

30

a rules engine.

“Because Dayforce is a modern

One consequence of the human race

platform, we spent a lot of time

becoming more and more reliant on technol-

making sure that the experience

ogy is the expectation that it will power the

for the employee is very intuitive.

delivery of information or services anywhere,

Most employees want to engage

at any point and to anyone. The rise of

via a device, for example, so we've

companies such as Uber has reinforced

made that very easy for them.

these expectations, but this culture-shift

Each worker can track any work-

has created an interesting challenge for

related information on their

business owners.

personal portals.

Consumers are now carrying those demands into the professional environment, and in a landscape where advanced mobility and remote working are becoming the norm, a robust human capital management (HCM) solution is turning into a necessity. If organisations wish to recruit and retain the best talents, it needs to look after them more than ever.

With its groundbreaking Dayforce platform, Ceridian – a leader in the HCM sector since its foundation in 1932 – believes it has the answer to this growing demand.

“In my experience of working with Ceridian for nine years, I've had lots of interactions with HRDs, CIOs and Chief Financial Officers to find out what they're looking for,” Ross Tracey, its Managing Director for Europe, explains to OCTOBER 2018

“We’ve also been very conscious

“Because Dayforce is a modern platform, we spent a lot of time making sure that the experience for the employee is very intuitive.

Most employees want to engage via a device, for example” — Ross Tracey, Managing Director, Ceridian Europe

and deliberate around the presentation and management of data within the platform. And that means we're able to deliver the right data to the right person, enabling them to make the right decision - whether that be employees, a manager, an HR person or a director.”

The capability of Dayforce to bring a host of different employee management requirements into one solution is its primary selling point. While businesses may struggle to integrate various applications related to the field, Dayforce customers benefit from a unified suite that manages the complete employee lifecycle.

In the United Kingdom, this is a wholly unique offering. Though it already operates with a number of UK-based clients, Ceridian officially launched Dayforce in the UK in July and Tracey believes that was a crucial next step for the United States-based company.

“If you look at the UK in terms of its positioning, it's probably one of the top five countries which w w w. g i g a b i t m a g a z i n e . c o m

31

LEADERSHIP

“As an organisation, our mission is making the employee’s work life better. That mindset informs how we design products and introduce new features” — Ross Tracey, Managing Director, Ceridian Europe

34 tends to have both a domestic and

management functionality. While it

a really strong international presence

doesn’t offer a completely bespoke

in terms of organisations,” he says.

service, the platform is “highly config-

“Our North American customers who

urable” to the requirements of different

typically have an international pres-

businesses and its reporting mecha-

ence are very likely to have a UK-based

nisms ensure that any recurring

set of customers. But also, in terms of

needs are met.

growth for Dayforce, having a platform

Mobile functionality is high on the

that's able to meet requirements of

priority lists of Ceridian customers.

global needs makes sense in relation

According to Tracey, between 80-90%

to our fit in the marketplace.”

of the 2.5mn workers who are paid

An entirely-cloud based solution,

through Dayforce gain access through

Dayforce incorporates the newest

the mobile app. “It's one of the principles

technologies to provide clients with

of our architecture. Dayforce is only

human resources, payroll, benefits,

around six years old, and we've built it

workforce management and talent

around the mobile experience,” he says.

OCTOBER 2018

35 “The employee proposition is very

analytics capabilities that analyse the

different to employers. If you're trying

key factors related to ‘flight risk’, which

to get engagement and adoption of

is the likelihood of an employee leaving

your product, it needs to be intuitive.

an organisation. It is also intending to

It needs to work as easily and perform

expand its use of artificial intelligence

as well as any consumer application

to provide its customers with new

on a phone or tablet that’s out there.

insights and efficiencies.

Employees are able to do things like

“’Flight risk’ is an area of HCM that

shift-swapping, viewing of their sched-

will benefit from application-augment-

ules, seeing when they can take time

ed intelligence and artificial intelligence

off, their pay slips – all of this is available

technologies, leveraging the data

through their mobile phone.”

collected inside a single application like

A dedication to technology innova-

Dayforce,” comments Tracey. “Today’s

tion is keeping Ceridian at the forefront

modern worker is increasingly expected

of the industry. Earlier this summer, it

to jump from job to job. Companies need

rolled out enhanced predictive

the necessary tools to help identify high w w w. g i g a b i t m a g a z i n e . c o m

LEADERSHIP

performers that are at risk of leaving.

“More generally, it is an exciting time to be in the HR tech space. As an organisation, our mission is making the employee’s work life better. That mindset informs how we design products and introduce new features.”

Next year, Tracey will reach his tenth anniversary at Ceridian. After serving as its Chief Technology Officer for nearly seven years, he took up his current role in June 2016, leading on the remit to accelerate the firm’s growth across the continent.

This is not a straightforward mission, with Ceridian competing directly alongside 36

established industry forces such as SAP, Workday and ADP. But with demands and technologies continually evolving, Tracey believes it is well placed to serve and grow its loyal customer base.

“Disruption in the human capital management industry, like other industries, is inevitable,” he concludes. “Our introduction of Dayforce to the HCM market has been a game-changer. Its modern, scalable, cloud platform could be implemented quickly and efficiently – and drastically accelerated the speed at which our customers went live on our software. As we look to the future of work, we’re constantly innovating to bring superior user experiences to market.”

OCTOBER 2018

CLICK TO WATCH : ‘DAYFORCE – A CERIDIAN SOLUTION’ 37

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TECHNOLOGY

40

Building fintech products that make a real difference Marko Elezovic, Head of Technology at fintech company Oradian, discusses the potential impact of technology on financial inclusion WRITTEN BY

M ARKO ELEZOVIC

OCTOBER 2018

41

w w w. g i g a b i t m a g a z i n e . c o m

TECHNOLOGY

C

loud-based services have emerged as a revolutionary technology that is bridging the digital divide. The ability for anyone with

an internet connection to access world-class technology through the cloud is a game changer for banking technology and not only in developed, first world economies: now, even small financial institutions in hard-to-reach and remote areas can access worldclass banking services at their fingertips.

Globally, 1.7bn people don’t even have access to a bank account, according to The World Bank. The organisation has tasked itself with a programme called UFA2020, aimed at guaranteeing Universal Financial Access by 2020 to services such as

42

a transaction account that could help families with day-to-day living and help businesses plan ahead.

Frontier markets have huge potential yet are still deprived of some of the most basic banking services that consumers in developed nations are now accustomed to.

Oradian designed its cloud-based core banking system, Instafin, specifically for financial inclusion and for the microfinance industry. It allows financial institutions such as rural banks to focus on their core business and outsource a cloud-based infrastructure that is regularly maintained and secure. Oradian has also optimised its digital toolset to work on low bandwidth networks for seamless integration with alternative delivery channels.

This is disruptive cloud In developed markets, cloud-based toolsets are improving the way services are provided, adding convenience OCTOBER 2018

43

“ The mobile revolution taught us that frontier markets such as Nigeria and India are not afraid to embrace technology” — Marko Elezovic, Head of Technology at Oradian

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Covering every angle in the digital age The Business Chief platforms offer insight on the trends influencing C and V-level executives, telling the stories that matter Click to read

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TECHNOLOGY

and speed to existing operations, processes, products and services.

Compare this relatively minor

As many banks remain heavily

change to that in frontier markets,

dependent on legacy technology

where the entry of cloud technology

systems, suffering inefficiencies and

has been truly disruptive. It is changing

latency issues as they try to keep

the way financial institutions are

pace with the intricacies of modern

servicing their low-income and

banking, we are seeing first-hand

unbanked communities and rapidly

how disruptive cloud banking

increasing access to financial services.

platforms can be in frontier markets.

In fact, many microfinance institutions

46

Ease at accessing technology in frontier markets

Introducing cloud technology is

(MFIs) are leapfrogging traditional

shifting the way that microfinance

on-premise systems. They are moving

institutions operate in developing

directly from home-grown systems,

countries, leading to an unprecedented

Excel spreadsheets or even paper as

increase in the number of people

their main banking tool, to a fully digital

gaining access to financial services.

cloud-based core banking solution.

Often, the core driver of adoption to

Cloud technology is built to overcome the challenges facing frontier

any fintech system is better operational

economies and financially under-

capacity. It allows our customers to

served populations. It brings technol-

focus on their core business – providing

ogy closer and accessible to even the

financial services – and on not technol-

less technologically savvy customers.

ogy provision. When outsourcing their infrastructure and services, they can retain their people investment for their operational processes. With an expert

Cloud interoperability and third-party integration Interoperability is when software

team maintaining the shared infrastruc-

such as mobile money applications can

ture, microfinance organisations have

exchange information and make use

consolidation and the ability to generate

of it. Before, users could send and

real-time reports. All this makes scaling

receive money only if they were using

up possible – at rapid rates.

the same mobile money app. To

OCTOBER 2018

Click to watch: Story about successful fintech company – Oradian 47

“ Frontier markets have huge potential yet are still deprived of some of the most basic banking services that consumers in developed nations are now accustomed to” — Marko Elezovic, Head of Technology at Oradian

w w w. g i g a b i t m a g a z i n e . c o m

TECHNOLOGY

facilitate the transaction, users depended on a third-party payment provider. Interoperability is a revolutionary step forward in making transactions more affordable. With new software, the need to include third-party payment providers is being eliminated.

The mobile revolution taught us that frontier markets such as Nigeria and India are not afraid to embrace technology. In fact, they’ve leapfrogged an entire generation of desktop computers and laptops, moving from paper and pen straight to the smartphone. Rapid growth in mobile payment technology is one of the driving 48

factors towards cloud technology. In Kenya, for example, e-payment organisations have been active in targeting hundreds of thousands smaller enterprises, convinced of the speed and convenience it can offer businesses. In 2017, mobile commerce transactions within the country were valued at a considerable $6.7bn.

Only cloud-based banking platforms will be able to accommodate for the growing data uptake of mobile money. Automating manual processes, reducing time on administration and reducing human errors will all be vitally important to help develop communities in frontier markets and to quickly stimulate economic growth.

OCTOBER 2018

Core banking as a subscription service Instead of paying upfront for a large onpremise system, with the new generation of cloud-based tools, financial institutions simply subscribe at an annual or even monthly price. The subscription model eliminates the financial barriers that prevent financial institutions from accessing the technology and resources they need to grow. Given its shared infrastructure, cloud cost comes at much lower a price.

Considering the impact of cloud technology, it is necessary to look beyond the worlds of London and New York, and really understand the disruption that is being facilitated in remote, hard-to-reach areas like Northern Nigeria and the islands of Philippines – areas like these are where Oradian is making the greatest impact.

“ Now, even small financial institutions in hard-to-reach and remote areas can access world-class banking services at their fingertips” — Marko Elezovic, Head of Technology at Oradian

w w w. g i g a b i t m a g a z i n e . c o m

49

December Dubai, United A ABOUT HITEC Hospitality Industry Technology Exposition and Conference (HITEC®) is the world’s largest hospitality technology exposition and conference brand. HITEC Dubai 2018, co-produced by Hospitality Financial and Technology Professionals (HFTP®) and Naseba, will feature 30+ speakers, 500+ hospitality stakeholders and 50+ solution and service providers. The show will give Middle East buyers currently worth over USD 75 billion, access to global top solution providers in hospitality market, through a top-notch education program planned by the expert HITEC Dubai Advisory Council, as well as an exhibition debuting the latest in hospitality technology, and a summit with one-to-one business meetings.

5

Ho Stak

www.hitec.org/dubai Amir Abdin | Marketing Manager | amirabdin@naseba.com | +97144557920

r 5-6, 2018 Arab Emirates

500+

ospitality keholders

40+

30+

Solution and service providers

Industry expert Speakers

T O P 10

52

OCTOBER 2018

53 WRITTEN BY

BEN MOUNCER

IT service providers Gigabit Magazine takes a look at the ten standout IT service providers in the world, as ranked in Everest Group’s 2018 Service Provider of the Year awards

w w w. g i g a b i t m a g a z i n e . c o m

T O P 10

09 10

54

DXC Technology DXC Technology, formed in 2017 fol-

NTT Data

lowing the merger of CSC and HPE’s

A newcomer to Everest Group’s elite list,

with 6,000 private and public sector cli-

NTT Data is headquartered in Tokyo,

ents across industries. A Fortune 500

but has business operations globally in

company in its own right, it is expert

more than 50 countries and regions.

at guiding large businesses and govern-

Building a strategy around a long-term

ment agencies through digital

commitment to its clients through

transformation initiatives, helped along

a combination of global reach and local

by its 250-strong global partner network

intimacy, NTT Data provides consulting,

that includes strategic relationships with

system development and business IT

the likes of Amazon Web Services,

outsourcing to its clients. It employs

Microsoft and Oracle.

over 120,000 people and earns annual

Employer of 134,000 workers around

revenues in the region of $15bn.

the world, DXC Technology – led by

Earlier this year, it relaunched its Group

President and Chief Executive Officer

Vision by laying out a ‘strong and steady’

Mike Lawrie – has formulated a ‘CLEAR

foundation for the ‘highly unpredictable’

Values’ vision founded on five themes:

digital era, promising to earn the trust

Client-Focused, Leadership, Execution

of clients against the onset of cutting-

Excellence, Aspiration and Results.

edge technologies. “We will create new

www.dxc.technology

markets for digital business, provide even higher quality services by leveraging the aggregated strengths of the worldwide NTT DATA,” said Yo Honma, its President and CEO, on its 30th anniversary in May.

www.nttdata.com OCTOBER 2018

Enterprise Services division, works

07

Infosys Infosys steers some of the world’s biggest companies through technology transformation with a strategy that has

08

Capgemini

artificial intelligence at its core. Its use of AI helps it to build a predominantly automated foundation for its clients, which is able to deliver crucial data insights; a vital

Having recently celebrated its 50th anni-

asset when it comes to owning complete

versary and with a global workforce of

oversight of operations and conse-

200,000, Capgemini is an established

quently prioritising execution of change.

player in the IT services sector. The

Founded in 1981, Infosys utilises its

Paris-based firm puts collaboration at

expertise to navigate the digital transfor-

the centre of its philosophy, guiding its

mations of clients in 45 countries and

strategy around the four separate

has adopted four ideas to lead that

dimensions of value, risk mitigation,

strategic journey: scaling agile digital,

capability optimisation and organisa-

energising the core, reskilling its employ-

tion alignment. This approach reaped

ees and expanding its localisation.

rewards in 2017, when it earned $12.8bn

www.infosys.com

in revenues and operated at a margin of 11.7% following increased demand in cloud and digital services.

A culture of innovation also runs through the business, with its Applied Innovation Exchange platform and 16 worldwide centres offering clients the opportunity to contextualise and experiment with innovations specific to their industry.

www.capgemini.com w w w. g i g a b i t m a g a z i n e . c o m

55

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T O P 10

05 IBM

‘This will be an era of man to the power of machine: not man versus

06

HCL

58

machine, but man and machine.’

IBM’s thought-provoking statement gives insight into the US giant’s priority as it looks to elevate itself to great

Coming in at number six in Everest

heights in the age of technology dis-

Group’s ranking is HCL Technologies,

ruption. Hitting revenues of nearly

the Indian multinational headquartered

$80bn in 2017, it has created six divi-

in Noida. The realities of digital disrup-

sions to manage its priorities in enabling

tion have led to HCL building its Mode

‘smarter business’: IBM Watson, work

1-2-3 strategy, designed to futureproof

focusing on its renowned AI-powered

its clients’ businesses with the deploy-

question-answering system, IBM

ment of a three-point spotlight to create

Cloud, IBM Services, IBM Blockchain,

clear outcomes and growth potential.

IBM Security and IBM IoT. “We remain

Mode 1 is Core Services, the delivery

dedicated to leading the world into

of the most powerful differentiators

a more prosperous and progressive

today, with Mode 2 looking at Next

future; to creating a world that is fairer,

Generation Services – the integration

more diverse, more tolerant, more

of high-potential offerings such as its

just,” says its President and CEO

‘Digital & Analytics’, ‘IoT WoRKS’ and

Virginia Rometty.

‘Cybersecurity & GRC’ services. Mode

www.ibm.com

3 focuses on Products & Platforms, where it points its customers in the direction of business model changes and innovation alliances to align it with future trends.

www.hcltech.com OCTOBER 2018

03

Cognizant

04

Wipro

Ranked the third best IT services provider in the world by Everest Group, New York firm Cognizant will reach its 25th anniversary in January. A cham-

While IBM has Watson, Wipro has

pion of innovation with a purpose, the

HOLMES – an innovative artificial intel-

$15bn firm has its tentacles in most

ligence and automation platform that

industries and operates a significant

allows clients to offload cognitive tasks

consulting arm too – with all of its busi-

to maintain efficiency and agility. Also,

ness underpinned by a commitment to

a specialist in robotics, Wipro manages

the cultural values of transparency,

a client portfolio spread over six conti-

passion, empowerment, collaboration,

nents and an employee base pushing

customer focus and integrity.

over 160,000. Its main services are

Cognizant comes in at 195 on the 2018

analytics, consulting, application man-

Fortune 500 list and for ten years has

agement, cloud and infrastructure

been present in Fortune’s Most Admired

services, digital operations and plat-

Companies group. “Forward-thinking

forms and product engineering.

businesses can’t just do digital. They

The Indian provider places four values

must be digital at their very core,” says

at the root of its business, known col-

Francisco D’Souza, its CEO.

lectively as the ‘Spirit of Wipro’: to be

www.cognizant.com

passionate about clients’ success, to be global and responsible, to treat every person with respect and to have unyielding integrity as the basis of everything. According to its latest financial report, Wipro earned revenues of $8.4bn in 2017-18.

www.wipro.com w w w. g i g a b i t m a g a z i n e . c o m

59

T O P 10

02 60

TCS

Runner-up for 2018 is Tata Consultancy Services, known worldwide as TCS and employer of over 400,000 workers in 46 nations.

Another Indian company on the list, TCS states its mission as ‘helping customers achieve their business objectives by providing innovative, best-in-class consulting, IT solutions and services and to make it a joy for all stakeholders to work for us’.

It operates an impressive network of partners that includes the likes of Dell, Intel and Microsoft, with artificial intelligence, Big Data, cloud, cybersecurity and IoT as its key technology drivers.

TCS also ploughs considerable energy into CSR initiatives through volunteering, sponsorship and pro bono IT services. In 2017, it was recognised by independent CSR advisory body EcoVadis with its Gold accolade for the fourth year in a row.

www.tcs.com

OCTOBER 2018

01

Accenture

61

Coming out on top in Everest Group’s ranking is Accenture, the global management consulting and professional services firm that turned over $35bn in 2017. By pinning its strategy on developing long and meaningful partnerships with its high-profile clients, it is able to boast the remarkable statistic that 98 of its top 100 customers have each worked with it for over a decade.

Accenture’s comprehensive innovation architecture puts it at the forefront as companies seek to continually reinvent themselves in the face of new technologies. Its five divisions – Strategy, Consulting, Digital, Technology and Operations – help it shape the future for clients in every industry.

The business is led by Pierre Nanterme, who has enjoyed a 35-year career with the organisation that culminated in him taking over as CEO in January 2011.

www.accenture.com

w w w. g i g a b i t m a g a z i n e . c o m

W R W EG W IS .C T LO ER U N D O EX W PO FO A R SI Y A OU .C R O M FR /B E IZ E T CL IC IK KE -M T ED : IA

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EVENTS & A S S O C I AT I O N S

The biggest industry events and conferences WRITTEN BY BEN MOUNCER from around the world

01–02 NOVEMBER

15–17 OCTOBER

SaaStock2018 64

Malta Blockchain Summit [ ST JULIANS, MALTA ]

[ DUBLIN, IRELAND ]

Malta Blockchain Sum-

Gather in Ireland for the best news and advice from

mit is a melting pot for

experts in the flourishing SaaS market as it stands

global influencers in

today. Learn how to build up a SaaS business from real

technology, civil society,

software entrepreneurs. Optimise your business for

democracy promotion

the highest monthly recurring revenue and the lowest

and innovation. Expect

costs. Gain knowledge from people who have already

riveting discussion about

made the mistakes and the losses so you don’t have to.

the world-changing

Collate cutting-edge technologies and hacks to auto-

potential applications of

mate processes that cost valuable time and resources.

the Blockchain across

Hear how to create a need for your subscription-based

multiple verticals, includ-

product and market it to targeted audiences. SaaS-

ing, but not limited to

tock aims to be a “one-for-all” event where marketers,

health, entertainment,

developers, and CEOs can get together to figure

government, banking,

out the intricacies of and establish best practices

payments and fintech,

for emergent features of the SaaS ecosystem.

and more.

Click to view website

Click to view website

OCTOBER 2018

05–08 NOVEMBER

SaaS Monster [ LISBON, PORTUGAL ] SaaS Monster is the

world’s largest SaaS con-

28–29 NOVEMBER

ference, connecting more

SaaS North

than 10,000 CIOs and

[ OTTAWA, CANADA ]

CTOs, buyers and sellers,

2018 marks the third year of this premier event and

experts and investors,

we’re excited to bring the best in SaaS back to the

startups and established

Shaw Centre in Ottawa. This year’s programme,

companies. SaaS Mon-

speakers and networking opportunities promise

ster has a reputation for

to connect you with the best opportunities to grow,

bringing together SaaS

learn and meet funders, founders and executives.

giants. With 10,000 CIOs

SaaS North is known for bringing together world

and CTOs, experts and

class SaaS leaders to connect and learn. With over

investors, start-ups, and

1,500 attendees from over 500 companies, across

established companies,

startups, global brands, investors and service provid-

it is a great event to net-

ers all specialising in SaaS. It is a great event to

work and get inspired for

network, learn from the best in the industry and

the upcoming year.

get inspired for the upcoming year.

Click to view website

Click to view website

65

w w w. g i g a b i t m a g a z i n e . c o m

HOME T O IND U S T R Y– L E A DING DIG I TA L B U SINE S S P L AT F OR M S

HAVE YOU SEEN OUR OTHER TITLES?

EVENTS & A S S O C I AT I O N S

The biggest industry events and conferences from around the world 08–11 JANUARY 2019

CES

[ LAS VEGAS, USA ] The Consumer Electronics Show (CES) is the world’s gathering place

05–06 DECEMBER

68

for all those who thrive on the busi-

HITEC Dubai 2018

ness of consumer technologies. It

[ MADINAT JUMEIRAH, DUBAI ]

has served as the proving ground for

Hospitality Industry Technology Exposi-

innovators and break through tech-

tion and Conference (HITEC®) is the

nologies for 50 years — the global

world’s largest hospitality technology

stage where next-generation innova-

exposition and conference brand.

tions are introduced to the marketplace.

HITEC Dubai 2018, co-produced by

Owned and produced by the Con-

Hospitality Financial and Technology

sumer Technology Association

Professionals (HFTP®) and Naseba,

(CTA), it attracts the world’s busi-

will feature 30-plus speakers, 500-

ness leaders and pioneering thinkers.

plus hospitality stakeholders and

January’s conference will open with IBM

50-plus solution and service providers.

Chairman, President and CEO Ginni

The show will give Middle East buyers

Rometty delivering an address to discuss

currently worth over $75bn, access to

how technologies such as AI and quan-

global top solution providers in hospital-

tum, when built on a foundation of trust

ity market, through a top-notch education

and transparency, will drastically change

program planned by the expert HITEC

business and society for the better.

Dubai Advisory Council, as well as an exhi-

Click to view website

bition debuting the latest in hospitality technology, and a summit with one-toone business meetings.

Click to view website OCTOBER 2018

04–08 MARCH 2019

RSA Conference 2019 [ SAN FRANCISCO, USA ] SA Conference is one of the biggest

25–28 FEBRUARY 2019

Mobile World Congress

IT security conferences in the world, with 2019’s main event taking place in San Francisco.

[ BARCELONA, SPAIN ]

Attendees can expect to learn about

The GSMA Mobile World Congress

the latest cybersecurity developments

is the world’s largest exhibition for

in expert-led sessions, inspiring key-

the mobile industry, incorporating

notes and in-depth seminars. They can

a thought-leadership conference

also demo innovative products and

that features prominent executives

solutions, network with infosec insid-

representing mobile operators, device

ers and peers, and help move the

manufacturers, technology providers,

industry forward as part of an engaged

vendors and content owners from

and empowered global community.

across the world.

This year’s theme is ‘Better’. According

Mobile World Congress 2019 will once

to RSA Conference, this means ‘work-

again take place at its traditional Fira

ing hard to find better solutions.

Gran Via venue in Barcelona and next

Making better connections with peers

year will be built around eight core topics:

from around the world. And keeping

Connectivity, AI, Industry 4.0, Immersive

the digital world safe so everyone can

Content, Disruptive Innovation, Digital

get on with making the real world

Wellness, Digital Trust and The Future.

a better place’.

Click to view website

Click to view website

w w w. g i g a b i t m a g a z i n e . c o m

69

‘COMBINE DATA WITH OBSERVATIONS AND PHYSICS FOR TRACK MAINTENANCE’ “Data only acquires meaning when it is combined with physical observations and models. Then it becomes information”, says Diego Galar, Professor of Condition Monitoring at Luleå University of Technology (LTU). “You need to know the conditions surrounding a fault, such as the weather and the conditions of the track. Then the sector will reap the rewards.”

“In the rail sector, we have for many years tried to analyse

wrong. According to Galar, the rail sector is far from

‘classic’ data, but around four years ago we realised that it

knowing all those signs: “We have not collected the data

is no longer enough,” says Galar. He is one of the speakers

from about 80 per cent of all errors.”

on 28 November at the Intelligent Rail Summit 2018 in

So how can the sector ensure that it does do this? On its

Sweden. There, he will talk about the analysis of big data

own, collecting data is not enough. “If you look at other

and the use of Internet of Things technologies to improve

sectors, such as the financial sector, they gather a lot of

track maintenance and use. “We now find ourselves in a

data about when things are going well or badly with the

very promising phase, but we are not there yet. But now the

markets. Their data comprises many different profiles and

big players are beginning to invest in this new method of

scenarios, and they draw a wealth of information from it.

gathering and analysing data.”

In the rail sector, the opposite is the case: we have a great amount of data, but no information,” explains Galar. “So

Anomalies

there is a huge chasm between what we already have, and

Most data that is collected is about all the times that things

what we still need. This is the current challenge for the rail

go well, in other words, normality, but in reality, the only

sector.”

useful data is about those occasions when things go wrong.

“You must look for anomalous situations, which actually

Data and observations

don’t happen very often.” Furthermore, if you only collect

Only when it is combined with physical data, based on

data about normal situations, you do not know which signs

observations on the track, for example, is the information

you need to look out for that indicate that things could go

useful to the rail sector. “You need information about the

HIGHLIGHTED SPEAKERS Prof.

Diego Galar RAIL (Professor of INTELLIGENT SUMMIT Condition Monitoring at LTU, Luleå Diego Galar is Professor of Condition Monitoring University of Technology)

at Luleå University of Technology (LTU). He will

speakFink during the Intelligent Olga (Lecturer Reliability Rail and Summit 2018 on 27-29 November in Malmö, Sweden. Over 25 Maintenance Engineering at ZHAW School Engineering) expertof speakers will share their knowledge on the measurement, analyses, storage and application of

Johan Vekemans (Track Engineer data within railway infrastructures. at Infrabel)

Go to www.intelligentrailsummit.com to have a look at the full programme.

circumstances around an accident: what was the temperature, what was the weather like, what were the conditions of the track and rolling stock, etc. It is only with this contextual information that the data actually means something.”

Here, innovations that use the Internet of Things can

level crossings, and so on.” And if better forecasts can be

make an important contribution. These measure real-time

made, more effective maintenance can be done. This is

information about the track, such as the heat of the rails or

very important if the European rail sector wants to take on

vibrations. “We need to measure everything.”

competitors from countries such as China. “Forecasts of rail maintenance can save a lot of money.”

Forecasts Once that is done, and the data becomes valuable

Marriage

information, the rail sector will reap the rewards, as it

Rail companies must keep exchanging their data with

can anticipate when things threaten to go wrong. “We

each other, though it may be tricky. “Increasing numbers

can do two things here: make predictions, and get in-the-

of rail companies are going to realise that their data is

moment insights into the state of the rolling stock and

really valuable. In fact, it can be used as currency. But

the infrastructure. The rail sector would like to know in

these companies are afraid of sharing their data because

advance if their trains can keep running in the future.

of security or privacy concerns, so clear rules have to be

Everything is about forecasts.”

established. We must understand each other,” underlines

The most important thing to remember, says Galar, is that

Galar.

this is all very possible. “It is completely doable. Thanks

“Sharing data is essential. It is like a marriage: you can’t

to the combination of data and observations, we can

just choose to ignore one party.” This will only lead to

accurately forecast what state the entire infrastructure will

a win-win situation, says the professor. “Sharing data

be in. This applies to all elements of the track: switches,

provides nothing other than benefits for all parties.”

72

EUROPE

MELLANOX TECHNOLOGIES: EMPOWERMENT THROUGH PROCUREMENT WRIT TEN BY

DA LE BENTON PRODUCED BY

HE Y K EL OUNI

w w w. g i g a b i t m a g a z i n e . c o m

73

MELLANOX TECHNOLOGIES

Through a vision of continuous improvement, Mellanox Technologies places procurement at its heart

I

n the procurement space, having a strong relationship internally with the wider business is proving

just as crucial as establishing a strong relationship with suppliers. Over the past decade there has been a paradigm shift 74

that has seen procurement move away from its traditional “support” function role as it becomes far more aligned to business strategy. Nowhere is this more apparent than Mellanox Technologies, a leading supplier of end-to-end interconnect solutions. Over the last few years Mellanox Technologies has gone to great lengths to ensure that its customer facing teams are fully supported by an efficient and robust procurement function.

“At Mellanox, procurement has a very special place,” says Oshri Cohen, Vice President of Purchasing and Logistics. “Procurement is involved at the very beginning of a project, through mass production and right OCTOBER 2018

EUROPE

“ We are providing support all throughout a product lifecycle and so what we are doing is overseeing product cost and deliverability from top to bottom” — Oshri Cohen, Vice President of Purchasing and Logistics.

75

w w w. g i g a b i t m a g a z i n e . c o m

MELLANOX TECHNOLOGIES

PCB Solutions for 5G, IoT, and Converging Technologies.

TTM’s global team of engineers is ready for a connected future.

TTM Technologies, Inc. is a leading global printed circuit board manufacturer, focusing on quick-turn and volume production of technologically advanced PCBs, backplane assemblies and electro-mechanical solutions as well as a global designer and manufacturer of high-frequency radio frequency (RF) and microwave components and assemblies. TTM stands for time-to-market, representing how TTM’s timecritical, one-stop engineering and manufacturing services enable customers to shorten the time required to develop new products and bring them to market.

Additional information can be found at www.ttm.com

EUROPE

CLICK TO WATCH: MELLANOX TECHNOLGIES OVERVIEW 77

up until the product’s end of life. We are providing support all throughout a

the best people from within.

“The fact that I had the chance to

product lifecycle and so what we are

touch almost every operation issue

doing is overseeing product cost and

by myself, provided me the chance

deliverability from top to bottom.”

to learn a lot and prepared me very well

Oshri first joined Mellanox in 2007

to the role I’m holding today. When you

as an NPI Manager. Over the years

know, theoretically, what the right thing

his role evolved as he took on more

to do is and you’re connected to your

procurement responsibility before

organisational DNA, then your chances

taking on his current role in 2012. He

to take the right decision and do the

feels that this experience of growing

right implementation are very high,” he

within the company and developing a

says. “Luckily, I grew up inside Mellanox

strong procurement team is a testa-

and so did my great team. I think that

ment to Mellanox and its ability to grow

this is a winning formula to succeed.” w w w. g i g a b i t m a g a z i n e . c o m

MELLANOX TECHNOLOGIES

Through his career with Mellanox he has seen first-hand this shift in understanding what procurement can deliver

That is a short-term activity,” he says.

“Procurement today is responsibile to

to a business. He feels that now more

establish a strong enough supply chain

than ever before a good strong procure-

to enable company growth and even

ment function that is aligned to the right

bring added value to the company’s

vendors can be the key difference; not

customers. These values can be game

only in delivering success but staying

changers, as customers are exposing

ahead of competitors.

themselves less to commitments but

“Traditional procurement was centred around taking care of orders

78

and essentially focusing on shortages.

still demanding complete times.”

“I think procurement has a main role

“Procurement today is a responsibility to establish a strong enough supply chain to enable company growth and even bring added value to the company’s customers” — Oshri Cohen, Vice President of Purchasing and Logistics.

OCTOBER 2018

EUROPE

of making sure that we are enabling

Mellanox to grow and to invest into

business on our end, while also

spaces it might not have done otherwise.

protecting the company from over exposure.”

As Oshri notes, the market have

“Customers are getting smarter and have access to greater information and technology,” says Oshri. “This allows

changed and are continuously chang-

them to compare better and to under-

ing as procurement continues to evolve.

stand where their investments could

The company prides itself on how it can

and should be made. If an organisation

continue to provide creative solutions

or a business intends to grow and

to meet the evolving demands.

intends to be better than its competitors,

It is this approach that has allowed

then it has to continue to find ways to

79

w w w. g i g a b i t m a g a z i n e . c o m

MELLANOX TECHNOLOGIES

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1999 Year founded

2,900 Approximate number of employees

81

become better and better and listening

this data to gain a better understand-

to customers is key to doing that.�

ing of those customers and suppliers

The technology conversation in procurement is defined more and

and a better insight into how Mellanox can grow and improve.

more by data and data analysis. With a supplier and customer base from all

SUCCESS THROUGH COLLABORATION

over the world, Mellanox has access

Vital to this understanding is collabora-

to incredible amounts of data and

tion between the procurement function

information. Through technology

and the wider Mellanox business.

solutions, Oshri and his team can use

Oshri is incredibly proud of the unique w w w. g i g a b i t m a g a z i n e . c o m

MELLANOX TECHNOLOGIES

EUROPE

83

collaboration that procurement has

talk the same language and achieve

with the design team as it allows the

the corporate goals we get.”

two teams to create a roadmap to

For Oshri, the key to enabling

achieving greater cost savings while

success for Mellanox lies in fostering

enabling efficiencies together.

and developing collaborative relation-

“Collaboration is a must to achieve our goals,” he says. “We stay aligned

ships across the business.

“Procurement can be proactive or

in front of the HW team, around the

reactive. Working with HW teams, we

same targets of quality, cost and avail-

are getting involved at the very early

ability. This enables both groups to

stages of the product design process. w w w. g i g a b i t m a g a z i n e . c o m

MELLANOX TECHNOLOGIES

proactive in eliminating potential

CHANGING TECHNOLOGIES AND CHANGING CUSTOMERS

supply chain risks,” he says.

A particular challenge for companies

This allows procurement to be

“It makes our supply chain stronger

in any sector embracing this techno-

and more robust. Once the products

logical innovation is understanding

are moving to mass production, opera-

the right technologies to implement.

tions are able to support those prod-

In the quest to outweigh competitors,

ucts without any special issues

one could be forgiven for investing in

or surprises.”

technologies for the sake of keeping

84

OCTOBER 2018

EUROPE

“We know our customers are measuring us and so we constantly look to better understand how we are perceived – this leads to continuous improvement” — Oshri Cohen, Vice President of Purchasing and Logistics.

up, rather than investing smartly.

This is a challenge that Oshri recognises, but he understands that the most important part of the Mellanox equation is the customer. Through this understanding, Mellanox continuously challenges itself against a series of KPIs that are defined by the customer which allows the company to be more focused moving forward.

“We know our customers are measuring us and so we constantly look to better understand how we are perceived,” he says. “This leads to continuous improvement. Even from a technology perspective, we implement technologies and look at how it is received by customers.

We are constantly evaluating ourw w w. g i g a b i t m a g a z i n e . c o m

85

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WE SUPPORT OUR COSTUMERS GROWTH

EUROPE

CLICK TO WATCH: MELLANOX WORLD END 87

selves to ensure we are delivering

does its customer base. For him, Mel-

value to our customers.”

lanox could not succeed without them.

But how does Mellanox establish and

SUPPLIER NETWORK

foster relationships with key suppliers

A defining component of what Oshri

in order to continue to bring value to

strives to achieve with Mellanox is

Mellanox and its customers, while also

that strong and robust supply chain

growing and developing the suppliers

network. A procurement function can

themselves?

have all the best tools at its disposal, but

“We prefer to find partners that can

it’s all for nothing if there isn’t a supplier

provide us real added values in terms

network in place.

of technology, supply chain and quality

Oshri understands this and approach-

and we invest in those partner relation-

es Mellanox’s supplier network with the

ships as if they were our customers,”

same level of care and attention as he

says Oshri. w w w. g i g a b i t m a g a z i n e . c o m

MELLANOX TECHNOLOGIES

88

“We should enable Mellanox to penetrate the new markets it aims to.

We should allow the company to compete by suggesting short lead times, competitive prices and best quality products ” — Oshri Cohen, Vice President of Purchasing and Logistics.

OCTOBER 2018

EUROPE

89

“The strongest partners we have,

firmly believes that trust is devel-

are the ones we experienced some

oped through transparency and

difficulties with and we had to

communication.

manage a few crises. Real partners

“Very similar to marriage, such

are not only being measured when

relationships need to be maintained,”

the business is perfect and blooming.

he says. “Along the way we must keep

The painful hours are the ones to

transparent in order to hear and say

expose the real partners.”

our observations, so in case any

Key to fostering these relationships is establishing trust and Oshri

adjustments need to be done, we will know about it and act accordingly.” w w w. g i g a b i t m a g a z i n e . c o m

MELLANOX TECHNOLOGIES

“ We prefer to find partners that can provide us real added value in terms of technology, supply chain and quality and we invest in those partner relationships as if they were our customers” — Oshri Cohen, Vice President of Purchasing and Logistics.

EUROPE

91

THE FUTURE OF MELLANOX

positioned in the core of the business,

As part of its entire DNA, Mellanox

but there is always place to improve.”

will continuously strive to improve in

he says.

order to better serve its customers.

“We should enable Mellanox to pen-

Oshri is proud of where the company’s

etrate the new markets it aims to. We

procurement function is in terms of its

should allow the company to compete

alignment with the core business strat-

by keep suggesting short lead times,

egy, but even he himself approaches

competitive prices and best quality

each day with a means of improving.

products. Procurement is one of the

The company is looking to break into

key groups to enable such plan.”

new markets and Oshri believes that it cannot even begin to think about doing this, without this continuous improvement approach to procurement.

“Mellanox’s procurement is well w w w. g i g a b i t m a g a z i n e . c o m

92

Uniper redefined procurement to provide operational excellence for the energy customer WRIT TEN BY

DA LE BENTON PRODUCED BY

RICHARD DURR ANT

OCTOBER 2018

EUROPE

93

Photo © Uniper w w w. g i g a b i t m a g a z i n e . c o m

UNIPER

Through an extensive transformation of its procurement operations, Uniper can answer tomorrow’s questions today. We speak to Uniper’s Susanne Thöle, Director of Procurement, Spot Buy and Indirect and Philip Höchstödter, VP Spot Buy/Operational Procurement…

A

procurement function can be defined by two key components: the customer and the supplier.

How an organisation, through its procurement

process, engages and works with those two factors is crucial.

94

The procurement industry is transforming as more and more organisations begin to recognise that what has been historically seen as a support function is now becoming far more aligned to the core business strategy, enabling growth through efficiencies and innovation. However, Uniper, a leading international energy company, realised this at a very early stage and has already prepared for the future by implementing a large-scale transformation of its procurement and supply chain process.

Ultimately, procurement is about engagement with the suppliers and engagement with the customers or end users in order to deliver the best possible service to both parties. Uniper, tackled the challenge by asking one simple question: what is it that suppliers and customers really want? We speak to Uniper’s Philip Höchstödter, VP Spot Buy/Operational Procurement and Susanne Thöle, Director of Procurement, Spot Buy and Indirect.

OCTOBER 2018

EUROPE

95

C OMPA N Y FA C T S

Uniper is a leading international energy company with operations in more than 40 countries and around 12,000 employees.

Uniper’s business is to provide a reliable supply of energy and related services. Its main operations include power generation in Europe and Russia and global energy trading. Its headquarters are in Dßsseldorf, Germany.

w w w. g i g a b i t m a g a z i n e . c o m

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What exactly is your contribution?

SAP aims to support companies with solutions that streamline working processes and allow employees to concentrate on the important work that not only makes their businesses run better, but improves the world around them. Together, SAP Ariba and SAP Fieldglass, provide a set of cloud-based source-to-pay solutions that companies can use to manage all of their spend – from direct and indirect materials to contingent labor – from end to end in a simple, compliant, contextual and conscious manner. SAP Ariba covers the procurement side of things – so everything from sourcing and orders through invoicing and payment.

And SAP Fieldglass helps to manage contingent labor and SOW (Statement of Work)-related activities. The key here is that the solutions are fully integrated. Procurement is not a discrete activity that can be performed in silos, but a connected one. And the solutions used to drive it need to be too. With SAP Ariba and SAP Fieldglass, companies can seamlessly connect their procurement systems and the people and processes used to drive them and manage everything through a single interface. And they can gain the transparency and insights needed to make better buying decisions that positively impact their business.

SAP Ariba is unique in the market with regards to its breadth and depth. With more than 3.4 million companies transacting more than $2.1 trillion on an annual basis, the Ariba Network is the largest business network on the planet. And when you combine this scale with our cloud-based source-to-settle applications that have been ranked as market leading by the likes of Gartner, Forrester and IDC, and use them alongside things like SAP S/4HANA, you can very quickly unlock real value.

How do these solutions integrate into a company’s IT landscape?

Most Chief Procurement Officers (CPOs) are looking for ways to manage goods and services in a more simple, consumer-like way. But the process still has to be compliant and fully integrated. Our approach is to natively integrate SAP Ariba and SAP Fieldglass into SAP S/4HANA as well as other ERP solutions. With S/4HANA as their core, companies can master massive amounts of data digitally in real time, enable instant insight and predictive analytics to guide critical decision making and eliminate risk. With the integration of solutions from SAP Ariba and SAP Fieldglass, they can extend this simplicity, power and speed outside their four walls and collaborate with customers, partners and suppliers in new and innovative ways that transform the supply chain. No business is an

Marcell Vollmer Chief Digital Officer (SAP Ariba) island. To make things go in today’s global economy, businesses need to work with thousands of suppliers, partners and customers across supply chains that have become increasingly complex. With the integration of S/4HANA and SAP Ariba and SAP Fieldglass, companies can simplify this process, connecting with all of their partners and managing all of their procurement activities in one place. They can share forecasts and sales to facilitate better planning. They can gain visibility into potential risks and mitigate them before they cause any disruptions.

What are the specific challenges for the energy sector and why do companies such as Uniper choose SAP to tackle them?

Energy companies face challenges unlike most other companies in that every day, millions of people depend on them to power their lives. They must be able to consistently deliver with a high degree of reliability and maintain the integrity of their supply to keep pace with growing demand.

They also have to contend with new players entering the market and keep up with the dizzying pace of innovation that all companies face in today’s digital economy where things that used to take months can now be done in hours and even minutes. And in many organizations, procurement is leading the charge on all of this. Uniper is a great example of a company that saw the sign of the times and started to drive their digital transformation. Under the visionary leadership of CPO Jan Taschenberger, Uniper is building an exceptional procurement organization with an integrated and highly automated source-to-pay process.

The main challenge with most digitization projects is getting people on board with them. You can have the best solution in the world. But unless your employees use it, it won’t deliver any value. And I think Uniper saw out of the gate that with SAP, they could create a consumer-simple, yet enterprise-strong process that would meet their people where they were at and bring them along in the journey at the pace they want to go.

UNIPER

CLICK TO WATCH : ‘UNIPER IS UNIQUE (2018)’ 98 “Ultimately, customers want speedy execution and seamless interaction,” says Susanne Thöle. “The way we achieve that is through understanding the market and identifying opportunities to enable cost savings, or technologies that can accelerate that. We then look at our engagement with existing suppliers and how we approach new suppliers.”

This journey started back in 2016 with Uniper looking at how it can create far greater supplier relationship management, incentivising suppliers to unlock more value and potential within those relationships.

OCTOBER 2018

“ We attend bootcamps, workshops and training talks to ultimately find easier, better solutions to reduce complexity. The idea was to exercise methodologies that we had learned previously to solve issues in our day-to-day business” — Susanne Thöle,Director Procurement, Spot Buy and Indirect for Uniper

EUROPE

For Thöle, this starts from within and

innovative ideas to the business. We

Uniper develops their Operational

are looking at where we are as a fun-

Excellence capabilities to challenge the

ction in the business, challenging the

status quo, to look at the company’s

status quo and finding new pragmatism.”

workforce and continuously strive for

Ultimately, the Operational Excellence

ways to improve and approach new

project epitomises the entire transfor-

or existing challenges with fresh ideas

mation and growth journey of Uniper’s

and more innovative approaches.

procurement as it answers a demand

“We attend bootcamps, workshops

identified by Thöle. As an international

and training talks to ultimately find

company, serving customers all around

easier, better solutions to reduce comp-

the world, Uniper needs to have a level

lexity. The idea was to exercise method-

of proactivity, reactivity and, most

ologies that we had learned previously

importantly, flexibility.

to solve issues in our day-to-day business,” Thöle says.

Thöle believes that by continuously supporting staff in developing their tal-

“For me, it’s been a real game changer

ents and skills through targeted KPIs,

as it has helped foster a culture of uncon-

personal development strategies and of

ventional thinking, bringing fresh and

course by valuing their staff and their

E X E C U T I V E P R OF IL E

Susanne Thöle Susanne has spent nearly all her professional life in procurement functions in the pharmaceutical, automotive and energy sector. Before starting at Uniper, she was responsible with her team for setting the frame, ensuring compliance and harmonizing the tools for the procurement function of E.ON.

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99

UNIPER

capabilities, Uniper possesses a work-

We put our staff on a path where they

force that is extremely focused and

get the right insight and the perfect

knowledgeable.

training to take into supplier engage-

“Growing and empowering my team is my focus here. Backing up the dec-

ments and bring back innovations and learnings into our business.”

isions of my colleagues and providing

Another important aspect of striving

flexibility in the daily work are important

for excellence with a team is the appre-

cornerstones of providing a work envir-

ciation of diversity Thöle thinks.

onment that motivates my team to strive

100

“At Uniper we drive a diversity initiative

for success. We have developed a very

that puts emphasis on the opportuni-

solid framework to challenge our empl-

ties that pluralities bring which I highly

oyees and enable their development so

support. I see a big value in a diverse

that they can understand exactly what

workforce and also in an inclusive culture,

their strengths are and where they can

because obviously: the happier our peo-

continue to push their capabilities,” she

ple feel in their teams, the more value

says. “What it also does is help us

they are able to bring to Uniper.

concentrate on the things that matter.

Part of the development plan, and

We can focus on areas of improvement

a cornerstone of the company’s transfor-

or development that will drive true value.

mation, is digitisation and technology.

E X E C U T I V E P R OF IL E

Philip Höchstödter Philip has worked in different functions like Controlling, IT and Organizational Development for different companies before he joined Procurement in 2011. All these organizations were undergoing large strategic transformations, so the common theme of his career was acting as a Transformation Manager from different functional perspectives. Today he is responsible for the groupwide operational Procurement of Uniper and drives procurement digitisation.

OCTOBER 2018

Photo © Falk Gustav Frassa

EUROPE

Technology is redefining industry sectors

Procurement, has experienced first-

all over the world, with more and more

hand the need to adapt to technology

businesses investing heavily into tech-

and to bring a new innovative approach

nology to embrace the digitally enabled

to the business.

customer and marketplace.

Uniper’s approach to continuously

“When looking to implement technologies like Robotic Process Automation

developing its workforce extends into

(RPA), naturally it is met with some

the digitisation sphere and Philip

scepticism because people feel their

Höchstödter, VP Spot Buy/Operational

role or their work is becoming redun-

101

Photo © Uniper

w w w. g i g a b i t m a g a z i n e . c o m

UNIPER

102

OCTOBER 2018

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“What we learned very quickly was that if we applied new technologies to repetitive and sometimes boring tasks, those fears were allayed and actually people started appreciating and embracing new technologies, because it makes their lives easier” — Philip Höchstödter, VP Spot Buy/Operational Procurement

Photo © Uniper

w w w. g i g a b i t m a g a z i n e . c o m

103

UNIPER

104

Photo © Uniper

dant,” he says. “What we learned very

framework provided by our IT colleagues

quickly was that if we applied new

to ensure the right prioritization. Today

technologies to repetitive and some-

our virtual workforce consisting of

how boring tasks, those fears were

robots and a chatbot supported by A.I.

allayed and actually people started

is a well perceived standard and a fully

appreciating and embracing new

integrated part of our processes. These

technologies, because it makes their

technologies among others have ena-

lives easier.”

bled us and our staff to focus on higher

“Soon we were receiving so many ideas and ways that people felt we

value tasks,” Höchstödter says.

Another key way in which Uniper

could continue to push further that

is embracing technology is through

we had to use a proper assessment

data management which in turn allows

OCTOBER 2018

EUROPE

the company to better serve its customer base. Through its very nature, the procurement function needs to know

8.2 BCM

Gas storage capacity

and understand the demand, the market and the suppliers to deliver insights to the business and capitalise on the market.

Höchstödter points out that the procurement team has to accurately capture supplier data, contract data, material master data and operational process data, but more importantly the company has to be able to extract value from it, because all future analysis and development

2016

Year founded

12,000

Approximate number of employees

strategies within procurement are built from this data.

Working in an integrated environ-

105 ACD solution provide us with incredible amounts of operational data,” says

ment is key to enable these activities.

Höchstödter. “When communicating

So, in addition Uniper decided to renew

with our requesters or a supplier, we

their Procurement platform to SAP

pool the information we receive and

ARIBA until the end of 2018 to create

can now use that information to target

a new and user-friendly experience for

the key areas where we can develop

their requesters, their suppliers and

and we can do it far quicker and more

their purchasers. This will reduce the

effective than ever before.”

administrative effort and workload con-

As a procurement function, Susanne

siderably. In parallel SAP Fieldglass

Thöle recognises that it can only be

has been implemented as a contingen-

successful and can only achieve any

cy workforce solution, which provides

real growth with a strong network of

additional process stability.

suppliers and key partners like SAP.

“Our systems like SAP ARIBA or SAP Fieldglass, our chatbot and our

“Procurement is a strategic function and, simply put, we’re trying to improve w w w. g i g a b i t m a g a z i n e . c o m

UNIPER

the profitability of the company, so our

from German energy provider E.ON,

key to this is our supplier relationship

Uniper can already point to consider-

management,” she says.

able successes and cost efficiencies

“We are very clear on who our strategic partners are, how we identify them, and that we really put effort into developing

that represent the company and its procurement heading in the right direction.

Eyes inevitably turn to the future: with

these relationships and grow the

technological advancements and an

business together.”

ever-changing market and customer

Having started this transformational journey back in 2016, after the split

106

OCTOBER 2018

demands, procurement will continue to evolve further and Uniper will stay agile

EUROPE

to be ready for the challenges of

“And we will continue to work with our

tomorrow so it can keep shaping the

supplier base and our customer base

energy world.

and use that knowledge to help solve

For Thöle though, the future challeng-

the questions of the future.”

es will be tackled by greater collaboration with the customers and the suppliers of today. “Procurement has brought and will continue to bring innovation, new solutions and cost savings and efficiencies to Uniper,” she says.

107

Photo © Uniper

w w w. g i g a b i t m a g a z i n e . c o m

BLOCKBASE 108

CUTTING OUT THE MIDDLEMAN IN CRYPTOMINING WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

LE WIS VAUGHAN

EUROPE

109

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BLOCKBASE

FOUNDER AND CEO, VLADO STANIC, DISCUSSES THE LONG-TERM GROWTH OF CRYPTOCURRENCY AND THE ADVANTAGES OF CRYPTO MINING IN THIS MONTH’S GIGABIT MAGAZINE

T

he financial sector is undergoing a significant transformation as it seeks to adapt and cater towards an evolving consumer market. As

technology continues to reshape traditional ways of working, the emergence of digital cryptocurrencies, such as Bitcoin, Ethereum and Zcash, have turned our 110

understanding of currency completely on its head.

Whilst the emergence of cryptocurrency exploded into mainstream media last year, leading to a number of established companies, founder and CEO of crypto mining business, Blockbase, Vlado Stanic, has sought to provide crypto mining as a service to clients since 2015.

Sourcing and purchasing hardware and delivering greater security to clients, the business relocated to Sweden in 2017 in its bid to obtain access to reliable, low-cost source sustainable energy sources at scale.

Close to finishing the construction of a second data centre, a third is currently being planned as the business continues to purchase and host miners at its data centres in Sweden. “The cryptocurrency technology is one of the biggest revolutions that we have seen in the past decade, as

OCTOBER 2018

EUROPE

“THE CRYPTOCURRENCY BUSINESS IS, IN MY OPINION, ONE OF THE BIGGEST TECHNOLOGICAL REVOLUTIONS THAT WE HAVE SEEN IN THE PAST DECADE, AS IT GIVES THE POWER BACK TO THE PEOPLE” — Vlado Stanic, Founder & CEO

111

w w w.gi ga bi t ma ga z in e. com

CLIMATE NEUTRAL ELECTRICITY

Compensate what you can’t reduce.

Vattenfall can impact CO2 emissions along our whole value chain by investing heavily in renewable energy. To reach zero emissions it includes energy production investments in other countries. corporate.vattenfall.com/sustainability

EUROPE

113 it empowers people to transact directly

GREENER SOLUTIONS

between each other at very low cost,”

Whilst Blockbase works to purchase

says Stanic.

the necessary hardware for its clients,

“Everybody has power over their own

who remain the owner, Stanic high-

money, effectively cutting out the middle-

lights that if they wish to change provider

man and a need for third parties. It’s no

at any stage they are able to do so.

surprise that Bitcoin was established

Providing greater security and ultimate

after the financial crisis as people were

choice is something which the business

fed up banks and how they work, how

has placed essential focus, particularly

they treat your money and how they still

for those who invest from $50k for

almost went bankrupt.

mining hardware.

“Bitcoin is like digital gold and crypto-

“Our clients prefer owning the miners

mining is equal to gold mining. We help

so they can keep 100% of the mining

our clients to monetise the significant

rewards. We source and buy the hard-

difference between the production

ware for them, ship it to our facilities,

costs and the market price of bitcoin.”

set them up and then we also run and w w w.gi ga bi t ma ga z in e. com

BLOCKBASE

114

“ELIMINATING THE MIDDLEMAN THROUGHOUT HAS ALSO PROVIDED CUSTOMERS WITH AN INCREASING LAYER OF SECURITY AND ULTIMATE TRANSPARENCY” — Vlado Stanic, Founder & CEO

OCTOBER 2018

EUROPE

115

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BLOCKBASE

CLICK TO WATCH : ‘WHAT IS BITCOIN MINING?’ 116 service it in our facilities. We do the complete process,” he says.

“The next huge benefit is that their

Placing all hardware within one of its data centres, Blockbase is keen to increasingly scale its services, housing

hardware mines in their own mining

the potential for 16MW to be placed in

pool. They provide us with the mining

one of its facilities alone. 1,600 sq. Block-

pool where they want the machines

base’s data centres benefit enormously

to be pointed at. This gives them the

from its location in northern Sweden,

next best security, and all the coins

which has brought cooling costs

mined are going directly into the

down considerably.

customer’s wallet.”

“Eliminating the middleman through-

“Previously, most companies, particularly in China utilise coal or nuclear

out has also provided customers with

power plants. However, we utilise 100%

an increasing layer of security and

green energy in our facilities. We have

ultimate transparency.”

a contract with Vattenfall, whom we

OCTOBER 2018

EUROPE

“WE UTILISE 100% GREEN ENERGY IN OUR FACILITIES. WE HAVE A CONTRACT WITH VATTENFALL, FROM WHOM WE PURCHASE RENEWABLE ENERGY, SUCH AS HYDROPOWER AND WIND POWER” — Vlado Stanic, Founder & CEO

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117

BLOCKBASE

C OMPA N Y FA C T S

• The emergence of digital cryptocurrencies, have turned our understanding of currency completely on its head • Blockbase relocated to Sweden in 2017 in its bid to obtain access to reliable, low-cost source sustainable energy sources at scale.

118

• Close to finishing the construction of a second data centre, a third is currently being planned

OCTOBER 2018

EUROPE

119

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BLOCKBASE

purchase renewable energy, such as hydropower and wind power,” notes Stanic.

Building effective, long-term

2015

Year founded

partnerships has been central to Blockbase’s success. With five team members providing local support, on top of it’s in house developed hosting software, the company remains confident in its ability to remain operational 7 days a week, day and night.

“The last big power outage in 120

the north of Sweden was back in 1984. The country has built its power grid with Norway and Finland, increasing stability. We work closely with our local grid provider to also address any problems,” he says.

LONG-TERM GROWTH With plans to further scale up its operations in Sweden and upgrade the current facility up to 19 megawatts, the company is gaining an additional power line where 10 megawatts will also enter the facility. Plans to build a second and third facility are in OCTOBER 2018

15

Number of employees

EUROPE

construction, with a goal of scaling up to almost 30 megawatts in Sweden by next year.

Additionally, Stanic is keen to enter other markets outside of Europe long-term, such as the United States and areas of Canada which are stable, cryptocurrency friendly, house a similar climate and promote green energy.

“Our long-term plan is to move from strictly mining-as-a-service to a high-performance computing company,” concludes Stanic.

“This goal we want to achieve over the next three years so that we’re not just relying on one business.

“Becoming a high-performance computing business would be the perfect fit for our company, where we will consistently provide costeffective prices and ensure we remain competitive for the future.”

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121

122

DI

OCTOBER 2018

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MONETA MONEY BANK: IGITAL TRANSFORMATION FOR THE NEW BANKING CUSTOMER WRIT TEN BY

DA LE BENTON PRODUCED BY

JA MES PEPPER

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M O N E TA M O N E Y B A N K

THROUGH A FAST-PACING DIGITAL TRANSFORMATION, MONETA MONEY BANK EMBRACES TECHNOLOGY FOR THE CUSTOMERS OF TOMORROW

T

echnology continues

how technology is truly disrupt-

to define and redefine

ing the way the financial industry

the modern world and

works with and exceeds its

industry sectors have to invest to not only keep up with the 124

customer expectations.

“The very role of the CIO is

rapidly evolving marketplace,

changing dramatically,” he says.

but to stay ahead of the curve.

“It’s moved away from focusing

This is certainly the driving force

on cost-effective solutions and

behind an ambitious company-

executing historical processes to

wide digital transformation of the

become far more aligned and

Czech Republic-based MONETA

integral to the business.

Money Bank. Spearheading this

“It’s about understanding, end

digital transformation in terms of

to end, what customers’ needs

information technologies is

are and executing that more

Vladimir Klein, Chief Informa-

collaboratively with the business.

tion Officer (CIO).

The traditional borders between

Having worked for a number of technology-based service delivery

black box IT and business do not exist anymore.”

organisations throughout an

No transformational journey,

extensive career, Klein has vast

especially one defined by technol-

experience and understanding of

ogy, can ever truly end. It has to

OCTOBER 2018

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125

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continuously evolve with the along-

ture and adopting an agile way of

side technologies and customers.

working simultaneously, Klein feels this

MONETA has set a target for 40% of

has proven key in maintaining opera-

its all core products to be distributed

tional clarity.

online or digitally through a number of channels by 2020.

“You have to have more of an entrepreneurial way of thinking and

A transformation of this size and

have an agile mindset towards develop-

scope is not without its challenges,

ing software or solutions,” he says.

and for an organisation that has been

“With the proper IT strategy behind us it

operating for two decades the biggest

becomes far easier to understand

challenge is complex architecture.

where to move, how to move and how

“If you don’t have proper architec-

to get people on board for changes. On

ture in place then you cannot develop

our transformation journey we decided

at any real pace,” says Klein. “The

to focus on 5 areas – Agile way of

same with automation: you cannot

working, Cloud, Automation, application

automate without agile architecture

replacements and Data”

and so we decided to develop and digitise in parallel.”

With a digital transformation, one could be forgiven for focusing entirely

In both developing the IT infrastruc-

on the technologies and the solutions

E X E C U T I V E P R OF IL E

Vladimir Klein Senior executive with 25 years experiences in Information technology, banking and telecommunications. Vladimir Klein has been working in several countries, in different local or international managerial positions.

He executed several transformational changes in his career in the area of M&A, outsourcing, digital and agile, cloud implementations, organizational restructuring, cost cuttings and core applications migration.

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“ It’s about understanding end to end what customers’ needs are and executing that more collaboratively with the business. The traditional borders between black box IT and business do not exist anymore” — Vladimir Klein, Chief Information Officer

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driving the digitisation – but a tool is just a tool unless it’s in the hands of the right person.

MONETA invests heavily in its development strategy to ensure that its people can help execute and deliver the best possible service to the end customer, whilst ensuring those same people are empowered and buy into this transformational journey.

This proves crucial in the changing of cultural mindsets as the company shifts towards an agile, innovative way of working and this is where Klein can not only call on his own experience in the industry but also external partners to understand how to implement change to enable greater efficiency.

130

“We’ve started rolling out agile workshops and brought in external coaches and partners to share knowledge and best practice,” he says. “We have looked at how other companies have done it and we share that with our people in order for everyone to truly understand their role in pushing the company forward.”

Klein admits that this in itself is a challenge as this new approach to working, one that will see each person define their own work and their own place in MONETA´s journey, can be met with some resistance and fear. This is where workshops and a strong sense of internal communication play a central role. Klein also empowers staff to make their own decisions.

“Naturally for some people it’s very difficult because historically speaking, management will OCTOBER 2018

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“ You have to have more of an entrepreneurial way of thinking and have an agile mindset towards developing software or solutions” — Vladimir Klein, Chief Information Officer

131

make the final decision. I say: ‘you decide but try and think like a manager’,” he says. “This is where we combine communications, learning and workshops, and give them external support in order to seamlessly move forward together as a business.”

A major part of MONETA’s transformation is moving towards cloud services which will drive a more agile way of working and in turn create a significantly more flexible business.

To this end, MONETA is migrating significant amount of its legacy infrastructure over to a data centre. As part of this migration, Klein will oversee the integration of tens of physical w w w.gi ga bi t ma ga z in e. com

M O N E TA M O N E Y B A N K

applications to a cloud-based platform.

As Klein notes, MONETA is a bank

integration platform, we selected Mitra

and not a developer and so the

quite simply because we did not have

company relies on a key strategic

the right level of competence to do it in

technology partner to assist and

house,” says Klein. “They brought us

support the company throughout this

competence and they provided us with

transition. MONETA has called upon

crucial support and implementation

the services of AWS for infrastructure

work. Going back to the complexity of

cloud, for automation products of

this migration, we have over 4500

RedHat and other open source tools

interfaces across all applications

like for example Jenkins or JUnit. As

which had to be integrated.

part of the Integration layer replacement,

132

“In replacing our entire legacy

“In my experience of similar transfor-

MONETA decided to cooperate with

mations at previous companies it’s

Mitra, a party which has many experi-

taken more than one year to make

ences in WSO2 integration platform.

some real headway. With the support of

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EUROPE

Mitra, we’re doing it in few months.”

Ultimately, MONETA’s transformation

banking solutions. All of these developments are defined by one clear goal: to

is driven by the customer, and as

enable the most efficient and seamless

technology has evolved over the last

banking experience for customers.

two decades so too has the customer.

“Many customers today just want to

Through the advent of mobile payments,

do everything for themselves through

customers are more demanding than

tablets and mobile phones. They

ever before and for an organisation like

simply do not want to spend time by

MONETA it is crucial to stay ahead of

coming into a branch or contacting a

that demand in order to continue to

call centre. It is crucial that we are able

deliver and exceed expectations.

to handle their requests also fully

To this end, the company devel-

online,” says Klein. “That’s what our

oped an award-winning mobile

mobile app Smart Banka has been

banking application Smart Banka and

able to answer. Through it we can offer

is significantly revamping its online

the customer exactly what they need

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M O N E TA M O N E Y B A N K

anytime and from anywhere, but most importantly they can access it intuitively with no complications.

Right now, we are looking to bring our web banking service to that same level.”

Klein highlights the agile way of working again as key to being ready for this demand. This transformation has destroyed the historical barriers between IT and the wider business and brought about a more collaborative business, one that is better prepared to match this evolving landscape.

The company has implemented daily stand-up meetings and sprints for all agile squads and moved away from a historical focus on long term delivery in order to make incremental steps on smaller things 134

today and therefore be ready for tomorrow.

Key to this is instant customers feedback.

“Customers can leave feedback in our Smart Banka app which we take directly to the backlog proposals and discussions with our teams and this is then taken into implementation,” says Klein. “The key points from the customer are directly implemented faster than ever before.

“We even conduct research through our brokers.

We do this by giving them a laptop or a tablet and they themselves give us feedback if they like it or don’t like it so they can sell our product. It’s all about understanding the end-to-end customer experience.”

Klein entered MONETA back in December 2017 but even less than 12 months into this journey he can already point OCTOBER 2018

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€400mn Approximate revenue

1994

Year founded

3000+ Approximate number of employees

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M O N E TA M O N E Y B A N K

to significant success, be it through the mobile application, new customer portal or the migration own data centre to the hosted data centre and integration of AWS cloud into bank environment. Organizational changes were successfully executed in April this year to fit better to business value streams and cloud. Looking towards the future, Klein identifies ambitions to advance agile way of working to all IT Development staff and migrate next applications into AWS cloud with possibility to close a second data centre. Next his focus remains very much on legacy application replacements as 136

migration of card system to the partner cloud and migration and implementation of new web banking.

“It’s about making our online banking solutions clearer for our customers, as well as opening it up and expanding it to our wider customer portfolio,” he says.

“Banking is complex and there are certain elements surrounding interest rates and the different types of customer. What we want to be able to do is remove some of that complexity and make banking with MONETA simpler, easy and clearer for every single one of our customers.”

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“ Banking is complex and there are certain elements surrounding interest rates and the different types of customer. What we want to be able to do is remove some of that complexity and make banking with MONETA simpler, easy and clearer for every single one of our customers” — Vladimir Klein, Chief Information Officer

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138

Pushing the boundaries of market share in Israel’s insurance sector WRIT TEN BY

SE AN GA LE A-PACE PRODUCED BY

K ARIM M AS SA AD

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139

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C O FA C E

Carmine Mandola, CEO of Coface Israel, discusses the importance of delivering a high-class service to customers and his success in holding a 15% market share of Israel’s credit insurance industry

140

E

stablishing a new venture with the goal of enabling clients to become profitable, dependable and successful is no easy task.

In addition, setting up a business and helping it thrive is a different proposition entirely.

As Chief Executive Officer of Coface Israel, Carmine Mandola, understands these challenges all too well.

Since his appointment as CEO, he has sought to address the difficulties of launching the business in Israel.

“Israel is a wonderful and very interesting country; however, it is extremely difficult for negotiation and new business,” he says.

“I think that my background and origin helped me to face the biggest challenges as I have experience in holding strong negotiations, dealing with well-known competitors and finding the right people to succeed.”

Having first joined Israel in July 2014 during the last OCTOBER 2018

Carmine Mandola, CEO, Coface Israel

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C O FA C E

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conflict, Mandola created the branch on his own in September 2014 before obtaining a credit insurance license in October 2014,

€1354.9m Turnover

leading to the official opening of the company’s offices in January 2015.

“At the beginning, it was very difficult because we were facing two big competitors that have

4,100 Employees

been in the market for 45 years. However, we found our way to achieve success by offering new solutions, fair commercial terms and a good quality service,” he adds.

“I believe the market was waiting for a third

86.6%

(Combined ratio)

player with innovative ideas and an international approach.”

Making tough decisions With previous experience working in senior

£83.2m Net profit

level roles, working for companies such as the Rotarex Group, Burgo Group, Indesit Group and FCA Group, Mandola prides himself on being proactive and adopts the mantra: “you will never win if you never begin,”

50,000 Clients

believing it is the tough decisions that have enabled him to keep his businesses lean and successful in challenging markets.

Upon the launch of Coface Israel’s offices under Mandola’s stewardship in 2015, four other employees joined to begin the venture into Israel’s competitive insurance market. Now in

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Countries where products and services are offered

2018, Coface Israel currently has 25 employees w w w.gi ga bi t ma ga z in e. com

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C O FA C E

and sees a turnover of ILS60mn a year.

Nonetheless, Mandola points to the value of the way his company serves its customers as paramount to the success Coface has achieved, with the importance of word of mouth at the top of his agenda.

“When you have satisfied customers, they talk about you, the company and the service in a very positive way. Most of the time people will come to us 144

because of word of mouth from someone that has tried our product and our services,” explains Mandola.

“If all of the representation of the company, service and product is positive and it comes from customers that you have satisfied then it is much healthier because they can share their positive experiences with friends or with suppliers that can then become future customers.

The process continues because they can then suggest the same service.”

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145

“ Israel is a wonderful and very interesting country; however, it is extremely difficult for negotiation and new business” — Carmine Mandola, CEO, Coface Israel

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C O FA C E

Driving change As a result of the emergence of new technologies which continue to expand and grow on an ever-changing basis, businesses have a responsibility to its customers to adapt to and embrace the latest trends.

With this understanding, Coface Israel has introduced group tools such as CofaNet and Tradeliner in a bid to keep ahead of its rivals and maintain its success.

146

CofaNet enables the firm to set up an online connection to receive its customer’s requests and allows Coface to provide feedback in a timely fashion.

Shortly, a new product will be launched as Easyliner to protect small and medium-sized enterprises’ (SMEs) against unpaid invoices and insolvency of clients when trading or exporting.

“The major trend I am observing at the moment in our industry is linked to the fact that SME’s are asking for credit insurance in order to protect their sales and better manage their risk” says Mandola.

OCTOBER 2018

“ It’s not the end of the path. We are the middle of where we want to be hope that within the next three yea market share will be as high as 25% — Carmine Mandola, CEO, Coface Israel

EUROPE

right in e and I ars, our %�

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C O FA C E

148

Carmine Mandola would like to express a special thank you to his team for their continued hard work and dedication to Coface Israel as without them achieving 15% of the market share would have been impossible.

“This has seen Coface Israel respond

There is a lot of work that still needs to

to that demand with Easyliner which I

be done but a key target is to increase

believe is tailor-made for this com-

this percentage further.”

pany segment.”

Mandola believes there are three key phases to remaining profitable and

Gaining market share

generating business when entering

Over the last 3.5 years, Coface Israel’s

Israel’s busy insurance market.

biggest achievement has been to hold

“You have the phase when you first

an impressive 15% market share of the

enter the market and you get some

insurance industry in Israel. However,

customers. The second phase, which

Mandola is adamant that Coface Israel

is where we currently are, is where you

is not finished there.

achieve rapid growth. Lastly, you have

“I believe we can expand this 15%.

to keep going with your ambition in

OCTOBER 2018

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CLICK TO WATCH : ‘COFACE: FOR TRADE – BUILDING BUSINESS TOGETHER.’

order to make sure that your goal is stable and profitable, which is the phase where we are entering into,” emphasizes Mandola.

“It’s not the end of the path. We are right in the middle of where we want to be and I hope that within the next three years, our market share will be as high as 25%.”

“ We thought that when you have customers that are satisfied, they talk about you, the company and about the service in a positive way” — Carmine Mandola, CEO, Coface Israel

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NAVIGATING THE COMPLEXITY OF DATA CENTER SECURITY WRIT TEN BY

DA LE BENTON PRODUCED BY

TOM VENTURO

NORTH AMERICA

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PWC

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PWC WORKS WITH CORPORATIONS ALL OVER THE WORLD TO UNDERSTAND AND NAVIGATE THE CHALLENGE OF DATA CENTER SECURITY

O

ver the last decade, the data

“The technology of today is present-

center market has exploded

ing companies with the ability to very

at an exponential rate.

closely monitor,control and segment

Technology, namely infrastructure and

the network across their entire

network capabilities, has completely

enterprises. However, that doesn’t

defined and redefined the way in which

necessarily make the task at hand

businesses all over the world operate.

any less challenging”

“Technology has really come a long

O’Neil has worked in the technol-

way from very flat, uncontrolled

ogy space for more than 30 years

networks that defined the 90s,” says

and in that time, he has witnessed

Don O’Neil, Director, CIO Advisory at

first-hand this shifting landscape.

PricewaterhouseCoopers (PwC).

Having been active during the early

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153

days of the ‘technology boom’, O’Neil

not kept up with the times in the past

points to the first real attempts of

20 years and that’s because of the

major corporations trying to go digital

significant cost involved.”

and what he has begun to notice is

As the data center space continues

that despite an initial investment and

shift towards the modernisation and

overall enthusiasm, some industry

infrastructure changes are driven

players have fallen behind.

through regulatory and security

“I remember seeing how much they

concerns, segmentation and micro-

spent and how much time and effort

segmentation are tools with which

that they dedicated in order to do the

businesses are looking to control

initial implementations,” he says. “But

access to their resources. The inability

some of these very same players have

or reluctance to adapt and invest, for w w w.gi ga bi t ma ga z in e. com

Rethinking Segm WannaCry. NotPetya. SamSam. It’s not a question of if your network will be breached, but when. Of course you take all the usual protective measures: antivirus, intrusion prevention, firewalls, etc. But the best thing you can do to mitigate the risk is to segment your network.

With segmentation, you logically separate your network into secure zones, each of which is compartmentalized and isolated from all others. For example, the server on which your allimportant intellectual property (IP) is stored can be placed in one segment, and the part of the network your security cameras are attached to can be another segment. There’s a wall between the two.

The benefit of this? If—or rather, when—a device like a security camera is hacked, what goes on in that segment stays in that segment. Containing the malware or cybercriminal to just one localized portion of the network minimizes potential damage. Your IP stays safe.

Not incidentally, segmentation also guards against insider threats because sensitive data and systems can be isolated from “curious” employees attempting to venture where they don’t belong.

Everyone Talks Visibility.

We Actually Do It. It Starts With 100% Device Visibility.

www.ForeScout.com

mentation Win the compliance game Segmentation also helps you more efficiently comply with regulations that otherwise can be burdensome—and costly if you fail the audits. Take the PCI Data Security Standard (PCI-DSS). Adhering to PCI-DSS means protecting the entire cardholder data lifecycle as it flows to and from payment devices, applications, infrastructure and customers.

This is so difficult that only 52.5 percent of businesses surveyed in 2017 were fully compliant with their annual PCIDSS audit, according to the Verizon 2018 Payment Security Report.

Segmentation can reduce the areas of your network that come under audit and thereby increases your odds of being compliant.

Why segmentation hasn’t caught on—yet Segmentation isn’t new. Traditional methods for segmenting networks such as virtual local area networks (VLANs) and access control lists have been around for decades.

But most segmentation projects never get off the ground. They’re too complex and labor intensive given the heterogeneous nature of most enterprise network environments, and have traditionally required learning multiple tools from different vendors. The fact that most of these environments are now distributed across data centers, campuses and the cloud doesn’t help.

Then there’s the potential to disrupt your business. How do you write business policies so precisely that each of your employees has access to the exact network resources they need to do their jobs—but no more? You don’t want to prevent a senior engineer from meeting a critical deadline because the data she needs is on the other side of a segment wall. Neither do you want her wandering freely through sensitive HR data.

The biggest challenge in segmentation is that you don’t really know your network.

You don’t have sufficient context to build intelligent policies.

But the bottom line is, if you can’t answer simple questions about what’s connected to your network, you can’t hope to protect your business.

Segmentation—do it right with ForeScout ForeScout is focused on making segmentation an attainable reality for businesses.

Deploy the ForeScout platform, and you immediately know what’s connected to your network.

Everything. PCs. Servers. Printers.

Internet of Things (IoT) devices like medical equipment and lighting systems.

Operational technology like manufacturing equipment. The instant something— anything—attaches to your network, you know about it. No manual scans or software agents required.

Because we’re vendor agnostic, we work across heterogeneous environments and legacy networks and with other technologies such as next-generation firewalls (NGFWs.) Then, we work hand-in-hand with your current solutions to automate your defenses.

ForeScout: Transforming security through visibility™ Visiblity is foundational to segmentation. It’s non-negotiable. You can’t protect what you can’t see.

ForeScout addresses the barriers to effective segmentation: complexity, high cost, vendor lock-in, and, most importantly, lack of device transparency. With ForeScout, segmentation is a security strategy that is now achievable.

Pedro Abreu Chief Strategy Officer ForeScout Technologies, Inc.

PWC

E X E C U T I V E P R OF IL E

Don O’Neil 156

Don O’Neil is a Director in PwC’s Cloud Computing and Networking practice with a focus on network and infrastructure security. PwC’s CCN solution capabilities span IT Strategy, Shared Services & Outsourcing Advisory, Business Systems Integration, Enterprise Architecture, Technology Infrastructure Solutions, and Business Continuity. Don’s areas of expertise include infrastructure security (Zero Trust, VPN, wired, wireless & service provider), data center consolidation and builds, high availability infrastructure builds, networking, mobility, and enterprise architecture. Don has extensive indepth operational, management and infrastructure technical knowledge across the entire network, storage and compute stack. Industries targeted include media and production, energy, oil & gas, health care, education, government, gaming, finance, banking, retail, telecommunications, technology, travel, security and enterprise solutions. Don is a former CTO of a Infrastructure as a Service (IaaS) start-up in Silicon Valley.

OCTOBER 2018

NORTH AMERICA

“Look at it like this. You always lock your front door in your house. But once somebody’s in your house, you really should be locking all the rooms’ doors so that you can control access to all the individual rooms.”

With the immaturity of tools at their disposal, thanks to a lack in investment, dangerous situations can arise for organizations. This is especially the case as O’Neil believes it is only within the past three years that the marketplace has started to catch up to the notion that network access control, and the security surrounding it, is one of the most important components of any edge network companies brings a key challenge

control, network segmentation or

around the security of networks.

micro-segmentation.

“It’s left the door open for hackers

Navigating this changing market-

and bad actors to get into these

place, and supporting these organiza-

networks and cause serious prob-

tions through it, forms what O’Neil

lems,” says O’Neil. The problem then

strives to achieve with PwC. For him it

it seems is that as market players

becomes a task of enabling a shift in

move infrastructure towards cloud

thought process, from a development,

data centers they do so with the

deployment and management and

wrong mentality. As O’Neil notes,

operations point of view, as well as from

most organizations focus on the

a tool set perspective.

security and segmentation of their

The problem he feels is that the

data centers with a ‘front door’ or

demands of the data center customer

perimeter mentality.

have driven companies to invest w w w.gi ga bi t ma ga z in e. com

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PWC

massively in physical and cloud

says. “Then they just keep throwing

infrastructure as a means of stem-

additional resources in to that bucket

ming the capital costs associated

rather than going through and slicing

with expanding their infrastructure

that bucket up into smaller areas and

internally.

providing adequate control in and out

This is only intensified by the changing regulations surrounding

Nevertheless, regulations surround-

data and network infrastructure,

ing data control has and will continue

such as GDPR and data sovereignty

to drive technological development

across Europe. Companies are now

and implementation and this requires

required to know about every part

the CIOs and CTOs of the world to

of their data centers and be able to

stay ahead of the game in order for

control the flow of that data.

their organisations to not fall behind.

“Many organisations treat their data 158

of those smaller areas.”

centers like one giant bucket,” he

The tools and the traditional way of approaching things, O’Neil explains,

“ Look at it like this. You always lock your front door in your house. But once somebody’s in your house, you really should be locking all the rooms’ doors so that you can control access to all the individual rooms” — Don O’Neil, Director, Technology Consulting OCTOBER 2018

NORTH AMERICA

are simply inadequate to meet the

tries are responding and more impor-

changing regulatory requirements.

tantly how that can translate into

“It means that applications may have

the value they can bring to their own

to be re-architected, new infrastruc-

customers.

ture deployed and it means additional

“We share our experiences with

tools will need to be brought in,” he

other clients in the same industry, or

says. “It’s a complicated process and

similar industries in similar situations.

a costly one.”

We learn how other clients have solved

This is where PwC works with some

a problem and share the information

of the biggest corporations and

that we get on a regular basis from our

businesses from all over the world

vendors,” he says. “What this does is

across a number of sectors. This

allow us to find different approaches,

provides O’Neil and his team with

different product solutions, and enable

a real global perspective of how the

greater value.”

market is changing, how the indus-

This approach extends to the

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PWC

company’s relationship with its

stand the technology trends that are

customer base. O’Neil seeks to

both enabling and restricting growth

understand what the customers have

across the industry. As companies

tried, where they’ve been successful

move towards segmented data

and where they’ve experienced

centers their operating models are

challenges and failure. For him,

shifting also, becoming far more

understanding this is the secret

software defined than ever before.

to enabling future success.

This is due to the flexibility it provides

“Being successful or not being

them, but as O’Neil warns, there is

successful is really irrelevant,” he

a growing danger that comes with

says about deploying specific

moving some of the control of

technologies. “But taking key lessons

network and data away from people

and applying those to the next

in-house.

project, and sharing those amongst 160

“If you have fifty people in an IT

the team and across the entire

organisation trying to solve a problem,

business is very, very important. It’s

but then you have millions of people

about how we share that with our

out there exploring and poking and

clients, and how the clients share

prodding, looking for problems, it’s

it with us.”

just a pure numbers game,” he says.

In collaborating and communicat-

“The people looking for the problems

ing with its customer, vendor and

are going to win, not the people trying

client base, PwC can better under-

to protect against the problems.”

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NORTH AMERICA

“ One day I think it will become everything as a service. That means network as a service, servers, web services, storage, applications, and software as a service.

As a result, we’re going to move from a more traditional ‘I own the infrastructure’ model to a ‘I consume the service’ model”

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— Don O’Neil, Director, Technology Consulting

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CLICK TO WATCH : ‘PWC AT DAVOS 2018: LAUNCH OF THE 21ST ANNUAL GLOBAL CEO SURVEY’ 162

The issue of cyber security is unlikely to go away any time soon, if at all, but O’Neil can already see the

end-to-end control from the user to the data center.

“That really is the ultimate approach

industry responding and fighting back

that we preach through identity-

to better protect its networks and

based control,” says O’Neil. “Under-

infrastructure. Technology solutions

stand who’s connecting to the

providers are investing in and

networks, what they are connecting

developing software-defined control

to and be able to control the entire

systems in order to better identify and

path along the way via those software

understand more information around

controls.”

what devices are connecting to data networks.

It’s not just internally as more and

Over the past twenty years the network and infrastructure market has transformed far beyond the

more vendors are looking at the other

historic flat, uncontrolled networks.

side of the equation, providing

As technology continues to evolve,

OCTOBER 2018

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1998

Year founded

223,468

Approximate number of employees

163

PwC has to be prepared to evolve

“That means network as a service,

with it and be ready for the next

servers, web services, storage,

market evolution. O’Neil believes that

applications, and software as a service.

the next paradigm shift will be very

As a result, we’re going to move from

much a continuation of the current

a more traditional ‘I own the infra-

market trend, with customers and

structure’ model to a ‘I consume the

clients seeking out the flexibility of

service’ model.”

software-defined networks and infrastructure.

“One day I think it will become everything as a service,” he says. w w w.gi ga bi t ma ga z in e. com

AHEAD OF THE CURVE IN THE EVOLVING TECHNOLOGY SPACE After 30 years of operating, Align continues to define the digital landscape of the data center world

WRIT TEN BY

DA LE BENTON PRODUCED BY

TOM VENTURO

A L I G N C O M M U N I C AT I O N S

F

or over 30 years, Align has provided next-generation solutions designed to manage client technology needs, optimize

their business operations and secure their IT infrastructure. It does this through three key areas – Professional Services, Managed IT Services and Cybersecurity Risk Management.

However, it goes without saying that what worked 30 years ago – or even five years ago – no longer guarantees it will meet the technology needs of today, and of tomorrow.

As such, technology solutions providers have had to evolve and innovate faster than the market in 166

order to not only serve this changing client base but stay ahead of the curve.

“As a company we’ve been extremely fortunate to evolve with the way that technology has changed and to stay on the cusp of what’s happening with the future landscape of technology,” says Art Dooling, Managing Director, of Align.

“Let’s be honest, technology has evolved so much over the last 30 years that we’ve had to. What we were doing 30 years ago is completely different to what we are doing today.”

Align was formed in 1986 in a pre-internet age.

In fact, Align was formed merely five years after IBM launched the very first, commercially available, personal computer.

Dooling, along with Tom Weber as Align’s Director of Data Center and Design, both share a unique OCTOBER 2018

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167

A structured fiber cabling solution w w w. g i g a b i t m a g a z i n e . c o m

A L I G N C O M M U N I C AT I O N S

perspective of the emergence of new technologies — matched with increasing client demands and expectations — and as such they both understand the importance for Align to continuously redefine what it can do for its clients.

“Companies around the world are developing something new on an almost daily basis,” says Weber. “The fact of the matter is that as a firm you simply cannot put your focus into every new solution or product. You have to select the right ones and develop 168

solutions that allow our customers to maximize the efficiencies that these new technologies afford.”

This understanding is written into the company’s very DNA with both Dooling and Weber pointing to a saying that defines the strategic direction of Align: if our firm was doing the same thing it was doing five years ago we would be out of business.

One particular market that is undergoing substantial growth and momentum is the data center space. Over the past decade, data center investments have soared as more and more companies are moving legacy infrastructure into cloud solutions and leasing OCTOBER 2018

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“ Developers and companies around the world are coming out with something new on an almost daily basis” — Tom Weber, Director of Data Center and Design

w w w. g i g a b i t m a g a z i n e . c o m

169

A L I G N C O M M U N I C AT I O N S

“ They come in with an intelligent group of technologists of their own that support their business and Align has been able to take advantage of this knowledge exchange and take that forward to other clients” 170

— Art Dooling, Managing Director

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171

Power busway system for a leading cloud computing customer w w w. g i g a b i t m a g a z i n e . c o m

A L I G N C O M M U N I C AT I O N S

172

Build in progress: 2-tier cable conveyance system and cabinet floor grommets for a colocation services customer purpose-built data center whitespace.

Align has designed power, cabling and

competition increasing daily,” says Weber. “But Align is defined by being

pathways for over 250MW of production-

ahead of the curve. So, what do we do

ready data center space as it looks to

to push our solutions offering further?

provide “a solution for everyone.”

We strive to provide more cost effec-

This is Weber and Dooling’s domain

tive data center designs, workplace

as Weber takes charge of the design

technology solutions, audio visual

and build of the whitespace and

technology, Wi-Fi and big data. These

Dooling oversees the physical imple-

are hot topics right now, but it’s impor-

mentation of data center technologies

tant to understand what is ahead and

— the migration of the data and moving of applications and workloads.

“It’s an amazingly hot market with OCTOBER 2018

think about a year, or two or three years’ time. You’ve got to continually refresh and upgrade the skillsets on

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$75mn+ Approximate revenue

Align with a unique insight into what clients are asking for and how well Align is adapting and exceeding those expectations.

1986

Year founded

“Our greatest advantage is the diversity of clients that we have, and what they’re trying to do in various industries, whether it’s health, whether it’s financial, whether it’s pharmaceutical, retail, media, you name it,” says

165

Approximate number of employees

Dooling. “Our customers have worldclass engineers and technologists of their own to support their business.

Align strives to partner with these teams, understand their business model, its pain points and to use this knowledge to introduce new technologies and

your team. But our differentiator is to

smart solutions that improve efficiency

provide top customer service. The

and eliminate their IT challenges.”

customer needs to feel like they are

Integral to this knowledge exchange

your biggest and only priority. That is

is people — and Weber firmly believes

what Align offers.”

that Align employs some of the smartest

Key for Align is understanding

and most innovative people in the

exactly how and where the market is

industry today, when a number of

shifting and this is achieved by its close

companies in the data center industry

collaboration with clients and partners

look to third parties for the skillsets and

across the globe. Align works with

talented and knowledgeable workforce

major customers across all market

completely in-house. This is crucial in

sectors and Dooling believes that each

delivering the best possible service to

client and each relationship provides

the most important component of w w w. g i g a b i t m a g a z i n e . c o m

173

A L I G N C O M M U N I C AT I O N S

174

Align’s proven framework includes the governance, process and tools to collect, store and analyze application and infrastructure technology to support future state transformations

Align’s entire value chain, the client.

“As a firm we are technology agnos-

whether it’s a networking architecture question or a simple cable plant item.

tic and we present ideas and recom-

My SME colleague can give me the

mendations based on client needs,”

right insight or multiple options to solve

says Weber. “So what we have done is

our customer’s challenge. That’s real

we have ensured that in every area of

value for our customers.”

our business we have people who know

Naturally, as a technology company

their specialty and are true leaders in

that has been in business for over

that field.”

three decades, Align has established

“Our professionals are so knowl-

and fostered key strategic partners to

edgeable, in all the leading solutions,

help the company to continue to grow

that I can lean back and ask a question

and remain a leader in the field. But

or ask for an opinion from any one of

what is it that makes a key partner?

our Subject Matter Experts (SME),

How does Align not only select the

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175

“right” partner but continue to work with that partner both today and in the future? For Align, it’s a combination of working with leaders in the field, but also leaders who are willing to grow with Align.

“We try to look first at the leaders in the field, but also ask: who is innovating?

Who is sticking with their product and selling it year in, year out? And who is actually seeing issues out in the field and making manufacturing changes to solve these issues?” says Weber.

Weber recognises that it’s not a one-

“ We really take every project personally and if we’re taking on a project for you… it’s going to get done better than anyone else could do it” — Art Dooling, Managing Director w w w. g i g a b i t m a g a z i n e . c o m

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way relationship and that Align must allow itself to be held to the same standards that it expects of its partner network.

“I think they look at it the same way. There are leaders in the field, and then there are innovators. If you can get both in one company, that’s tremendous. We are committed to finding partners who employ the leading innovators and the strongest leaders in the field.”

Dooling feels that this is best represented in the company’s approach to Managed IT Services. For him it is imperative that

“ There are leaders in the field, and then there are innovators.

If you can get both in one company, that’s tremendous” — Tom Weber, Director of Data Center and Design

the company understands what “Day-Two”

177

looks like, not only for the partners, but also for the client.

“Sure, it’s great we sold a solution and are working together, but then what?” asks Dooling. “What happens in 12 months or five years’ time and they’re looking to expand or grow? Where will this technology take them?

I think that’s what we’re smart about, asking those questions to understand where these technologies are going and how we can grow together.”

Having been with Align from the very beginning, Weber has seen first-hand just how much the company strives to be the very best. For him this isn’t just talking the talk, as he says Align truly “walks it” and he can point

Patching from switch port replication panels w w w. g i g a b i t m a g a z i n e . c o m

A L I G N C O M M U N I C AT I O N S

Leveraging data captured during the current state, Align will work with your team to determine the future state(s) and costs for each app based on business requirements and technical standards

178

to a number of successful engagements

premier firm for our clients, and we are

as proof. But it’s not just about the size

delivering on that. In my time here I can

of a client or the profit margins that

honestly say we have never lost a client

Align has amassed and achieved over

due to not meeting expectations. We

the years, Weber believes the success

have always met and exceeded them

can be measured by one simple metric.

because of our people, our process

“We have been incredibly successful

and our tools.” And a measure of that is

over the years and for me it’s down to

that over 90% of Align’s customers are

our communication and our honesty,”

repeat clients.

says Weber. “We aren’t the cheapest firm out there, but we strive to be the OCTOBER 2018

As the company looks to the future — with Dooling readily admitting that he

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179

and the business has to have an eye

a project for you, it’s going to get done

well and truly on tomorrow — it is those

and it’s going to get done better than

three elements that he identifies as the

anyone else could do it.”

key to the longevity of Align both now and in the future.

“For me our value comes from the processes that we have in place, the expertise that we have, and the tools that we use,” he says.

“We really take every project personally, and if we’re taking on w w w. g i g a b i t m a g a z i n e . c o m

TM

INSURANCE LIMITED

180

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Rewriting the rule book for Canadaâ&#x20AC;&#x2122;s insurance brokers WRIT TEN BY

L AUR A MULL AN PRODUCED BY

GLEN WHITE

181

PBL INSURANCE LIMITED

Delivering one-to-one insurance services with cutting-edge technologies, PBL Insurance is reshaping the way Canadian insurance brokers do business

D

igitization is shaking up industries across the globe and it seems the insurance sector is no exception.

For PBL Insurance, which has provided risk and insurance services to Canadians for almost a century, there was no doubt that digitization would be a central pillar of 182

its strategic plan. The firm’s Director of Technology, Joey Faraone, says that by undertaking a root-and-branch digital transformation and overhauling its legacy systems, PBL Insurance is “re-writing the way insurance companies do business in Canada”.

“I would say that technology is playing a very big role in driving PBL’s transformation,” he explains. “We went from having some very old technology pieces running our network to understanding that now is the time to invest and prepare the company for the next 20 years of the technology curve.”

Previously, Faraone says that PBL Insurance didn’t have a focused internal OCTOBER 2018

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183

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PBL INSURANCE LIMITED

184

OCTOBER 2018

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technology direction and so the Canadian firm decided to bring its digital strategy in-house. “The company wanted to get a better grasp on today’s technology and look at where technology will take the insurance industry in the future,” he says. “I was brought in to lead the development and management of new technologies and ensure that they align with the company’s business strategy.”

Becoming a digital broker is no easy feat, but this transformation was firmly at the top of PBL’s agenda. Starting from the ground

185

up, the Ontario-based company set up brand new back-end infrastructure, including new fiber circuits, routers and E X E C U T I V E P R OF IL E

Joey Faraone is a dedicated, dynamic and enthusiastic certified IT professional who specializes in project managing innovative data solutions to improve system stability, functionality and efficiency.

Faraone is quick to familiarize himself with the latest technologies and industry developments while demonstrating a logical and analytical approach to solving complex problems and issues.

Faraone is the Director of Technology at PBL Insurance where he possesses excellent interpersonal and communication skills and the ability to develop and maintain positive internal and external relationships.

w w w.gi ga bi t ma ga z in e. com

PBL INSURANCE LIMITED

186

switches. “We’re wiping the slate clean

software. In using a cloud-based,

and redesigning everything. We’re rolling

analytics-driven system, Faraone says

out new technologies to help us minimize

it’s reducing administrative burdens

the equipment footprint but not sacrifice

while simultaneously enhancing the

the service to our clients,” says Faraone.

visibility of its operations.

One of the company’s most cogent

“We are the first Canadian company

uses of technological innovation has

to move to the TechCanary platform,”

been how it has selected a new cutting-

notes Faraone. “You could say there’s

edge broker management system. By

a lot of eyes on us to see how the

adopting TechCanary, a solution based

solution is being rolled out in the

on Salesforce’s platform, PBL Insurance

Canadian market.” With such a wide

is breaking away from the confines

range of clientele and data, Faraone

of traditional insurance technology

believes that the platform will help

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“ We have a one-on-one direct relationship with our clients. Our brokers, our Account Executives and our staff treat our clients and customers as one of their own” — Joey Faraone, Director of Technology

187

the company meet its customers’ needs

data optimization and analytics while

and see what else it can do for them as

leveraging a breakthrough in routing

an organization. “It means that we don’t

efficiencies, enhancing performance

have a one-way path for our clients, we

and reliability with the flexibility and

can have a four-lane highway,” he notes.

affordability of a cloud service.

Shifting away from costly, hardware-

“With our new network being rolled

defined private networking solutions,

out, we’ve also put a lot of new con-

PBL Insurance has also implanted

tracts in place and we’ve implemented

a new software-defined wide-area

a new managed service provider (MSP),”

network (SD-WAN). This gives PBL

Faraone says. “This is helping us roll

the ability to leverage efficiencies and

out our network and enhance our user

create a more reliable network. It also

experience internally. The experience

gives the broker the option to use

that our internal staff has been used to w w w.gi ga bi t ma ga z in e. com

PBL INSURANCE LIMITED

versus where they are today has been

know where all of our data is and that

a complete 180-degree turnaround.”

it’s accessible to us at a drop of a hat.

Cloud technology has been a major

“It’s promoting efficiency and produc-

trend in the insurance industry. Aside

tivity, but it will also change the customer

from its ability to lower costs and boost

experience,” he continues. “By using

productivity through mobile working,

cloud technologies like TechCanary,

it also offers a business continuity plan

our customer will be able to get faster

and security. Not one to stay in the

quotes and faster service while we tie

shadows, PBL Insurance is embrac-

everything together.”

ing cloud technology through its new

188

With cutting-edge technologies being

broker management system and

rolled out every day, technology partner-

colocation site.

ships have become critical to any digital

“We are moving towards the cloud

transformation. Faraone believes that

more and more every day,” Faraone

the company’s alliance with technology

says. “There’s no downtime and there’s

innovators like MicroAge is helping to

no lag, so efficiency is huge with this roll out. It’s ensuring that slow technology isn’t being used as a scapegoat.

Our new broker management system also uses cloud technology which means our Account Executives can log into our system from anywhere and do business right on the spot.

“We also have a very good system where we back up everything on our network nightly and then we move it to a colocation site which has its own back-up there. Then we move it to the cloud,” he continues. “It may sound like there’s a back-up of a back-up, but it’s very important to make sure that we OCTOBER 2018

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189

“ We are the first Canadian company to move to a TechCanary platform.

You could say there’s a lot of eyes on us to see how TechCanary is being rolled out in the Canadian market” — Joey Faraone, Director of Technology

w w w.gi ga bi t ma ga z in e. com

PBL INSURANCE LIMITED

drive new ways of thinking. “MicroAge is a global company which provides insights with network engineers,” Faraone explains. “We collaborate to work on developing and understanding the latest technologies to see how we can implement them here at PBL Insurance. We have continuous improvement sessions on how we can cut a little here, add a little there. This ensures that we run in a very lean but efficient way.”

Behind any successful transformation is the right team and a culture that fosters innovation. With this in mind, 190

PBL Insurance strives to engage staff by asking for opinions on the direction they’d like to see the company go.

“When we decided to change broker management systems there were a lot of discussions, not just at the top but among all users about who is going be impacted by it. It’s changing the complete way our staff do work on a day-to-day basis,” comments Faraone. “The system was received very well. I think the fact that we are evolving our technology and our way of doing business is helping to attract top talent to the company because they want to be part of this journey.”

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CLICK TO WATCH : ‘TECHCANARY OVERVIEW’ 191 With over 200 employees and 10 offices spread throughout the province, PBL prides itself on being uniquely Ontario based. Driving efficiency and productivity with its new digital tools, Faraone says that this transformation is not just reducing costs and administrative burden, it’s also freeing up more time so that it can give its clients the personable and responsive service they expect.

“We have a one-on-one direct relationship with our clients,” notes Faraone. “I think that’s where we differ from other brokers. With 10 strategic w w w.gi ga bi t ma ga z i n e. com

PBL INSURANCE LIMITED

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“ We’re wiping the slate clean and redesigning everything.We’re rolling out new technologies to enable us to minimize the equipment but not sacrifice the service to our clients” — Joey Faraone, Director of Technology

OCTOBER 2018

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office locations throughout the province, we have the ability to service our clients locally, and we take pride in servicing communities big and small in Ontario. Our brokers, our Account Executives and our staff treat our clients and customers as if they are one of their own.”

Technology and customer service go hand in hand at PBL Insurance, and as the industry shifts under the influence of the technological revolution it seems the company is ready for any dynamic changes that may come its way.

“In five or 10 years, I expect PBL Insurance will be the top broker in Ontario, building partnerships yearly with other brokerages in the industry,” predicts Faraone. “I believe we will be a leader in innovation and that we will be an example to other brokerages on how they can leverage the latest technology to their advantage. It’s not always about spending the most money and getting the latest and greatest, it’s about understanding and fine-tuning technology to your company’s needs.”

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Leading innovation for tomorrowâ&#x20AC;&#x2122;s insurance customers WRIT TEN BY

DA LE BENTON PRODUCED BY

JUS TIN BR AND

OCTOBER 2018

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w w w. g i g a b i t m a g a z i n e . c o m

SANLAM PERSONAL FINANCE

Nasrat Edoo Sirkissoon (left) is a Senior Manager at Sanlam Enterprise Development in Durban. She plays a vital role in managing consultants who service businesses based on Sanlamâ&#x20AC;&#x2122;s innovative BlueStar model.

With her are Joy Bothma, BlueStar Support Assistant, and Mannie Kambourakis, Business Development Manager: SFA East Coast.

196

Through a digital transformation, Sanlam continues to provide cutting-edge market solutions for the millennial generation

T

he strategic adoption of technology in the insurance and personal finance industry

is being driven by a commitment to meet and exceed customer expectations and deliver high levels of service.

The industry has quickly recognised the compelling need for digital innovation as a defining and redefining factor to its success and survival.

OCTOBER 2018

AFRICA

197

“Technology has always been a key

of technological capability from an

part of the financial landscape,” says

insurer as we would from a bank, telco

Hennie de Villiers, deputy CEO of

or another service provider.”

Sanlam Personal Finance – the retail

Sanlam has, since 1918, strived to

unit of leading African insurer Sanlam.

be the leader in client-centric wealth

“Yet, things have shifted significantly

creation, management, and protection

over the years with technology playing

in South Africa, but it is also a global

an increasingly important role in our

insurer with an international footprint

day-to-day lives. This means that, as

in 30 African countries amongst others.

a population, we expect the same level

Adept at servicing customers and w w w. g i g a b i t m a g a z i n e . c o m

AFRICA

with an accomplished track record,

our customers – even millennials – still

Sanlam has realised the importance

require an element of human interaction,

of embracing technological shifts to

even as we move further away from it. So,

continue to deliver and exceed its

the experience of implementing digital

customers’ expectations.

innovation varies across industries.”

For de Villiers, a point of departure

Sanlam is driving a company-wide

was to consider customers’ experiences

digital transformation that will see it

in other industries. “It is increasingly

fully embrace the technologies of today

important for us to be able to compete

and tomorrow in order to deliver the

with the best experiences our customers

most effective and seamless insurance

have elsewhere. We acknowledge that

services to modern-day customers.

they want the same experience from

As an insurance services provider,

insurance as they expect from their cell

the company engages a number of

phone provider and their bank,” he says.

different stakeholders, from intermedi-

“Yet, while there is this common pursuit

aries and internal staff through to the

of digital enablement, insurance differs

customer. These stakeholders will

slightly from other industries in that

all shape and influence the company’s

E X E C U T I V E P R OF IL E

Hennie de Villiers With a career spanning over 30 years, Hennie De Villiers has lived and breathed technology and leadership with Sanlam. In a dual role, as both Chief Executive of Sanlam Individual Life and Segment Solutions and Deputy CEO of Sanlam Personal Finance, De Villiers responsibilities cover Sanlam’s offering to the Growth, Small Business and Professional markets. He also oversees SPF Acturial, SPF IT and SPF Business Change.

w w w. g i g a b i t m a g a z i n e . c o m

199

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Andre Schutte (Solutions Specialist at Glacier) helping intermediaries become familiar with the Glacier Investment Hub – a platform that allows intermediaries to engage on-line with their clients, from the initial proposals to the electronic signing of applications and instructions.

201

“ We need to ensure that people are empowered and enabled” — Hennie de Villiers, Deputy CEO of Sanlam Personal Finance

digital transformation, yet for de Villiers there is an elementary core goal at the heart of the business’ digital transformation strategy. “It’s about how we can make the experience for customers so simple, so enjoyable and so pain- free, that they will want to continue doing business with us.”

While Sanlam acknowledges this strategic imperative, it’s not all plain sailing as technological transformation can typically present a number of challenges, particularly to a business that’s been in operation for over a century. A key challenge has been the w w w. g i g a b i t m a g a z i n e . c o m

SANLAM PERSONAL FINANCE

company’s legacy infrastructure

Intermediaries interacting with the Glacier Investment Hub at its launch

and systems, and de Villiers contends that this challenge is probably unsurprising for an insurance provider of Sanlam’s tenure. This presents its own unique hurdles and de Villiers believes the answer to overcoming these obstacles is to place a great deal of investment in the company’s most important asset — its people.

“You’re used to doing things 202

a certain way, but life, and most certainly business, moves so fast that we have to embrace change, experiment and take risks. This requires a change in culture,” he says. “One of the ways in which we ensure that the organisation embraces change collectively is through continuous staff engagement from the top through to every level of the business.”

This approach, he feels, is crucial in order to implement technology and empower employees to open their minds to this changing landscape. It allows employees to

OCTOBER 2018

Members of Glacier’s IT development team showcasing the Glacier Investment Hub to intermediaries

AFRICA

CLICK TO WATCH : ‘SANLAM TVC – THE 200-YEAR LIFE’ 203 recognise and understand their role, not only in the organisation of today, but the one of tomorrow.

“We need to ensure that people are empowered and enabled,” he says. “Technology is complex and there is no silver bullet for us, but we have motivated and incredibly hard-working employees and so continuous engagement really brings people along.”

With the technology conversation defined by buzzwords such as Artificial Intelligence (AI), Robotic Process Automation and Data Analytics some companies may fall into a trap of investing in these technologies for

w w w. g i g a b i t m a g a z i n e . c o m

SANLAM PERSONAL FINANCE

204

the wrong reasons in order to ‘keep up’ with the industry. De Villiers recognises this and understands that in order to grow in the right direction, Sanlam has to embrace appropriate technologies. “We will always base our technology decisions on whether we believe it will have a specific strategic value for us or if it will help us to achieve a specific OCTOBER 2018

“ We expect the same level of technological capability from an insurer as we would from a bank, telco or another service provider” — Hennie de Villiers, Deputy CEO of Sanlam Personal Finance

AFRICA

After-sales service to clients and intermediaries is what Nozipho Nkonki (front), First Line Manager, and her team in the SPF Client Care Centre at Sanlam Head Office do best. Next to Nozipho is Ivannah Davids. At the back (from left) are Lebo Tamose, Renier Jacobs, Tandokazi Mkaleni and Nyameko Fana.

205

strategic outcome,â&#x20AC;? he says.

To this end, Sanlam has been able to call on the invaluable support and

Sanlam develop the internal skills needed to drive digitisation. â&#x20AC;&#x153;South Africa is an emerging market

experience of a key strategic partner

with growing skillsets. Zensar has

in Zensar. Zensar is a leading digital

done a tremendous amount of work

solutions and technology services

with us in assisting to develop those

company that specialises in partner-

critical skillsets through a number of

ing with global organisations across

programmes and training opportunities.

industries on their digital transforma-

This has really been a key element that

tion journey. Coupled with this,

has allowed us to both focus on, and

Zenzar also helps companies like

enable, the technology implementation.â&#x20AC;? w w w. g i g a b i t m a g a z i n e . c o m

SANLAM PERSONAL FINANCE

From left are Daphne Jacobs, Sherezaan Petersen, Denver Sedgwick and Melanie de Kock from the Sanlam Client Care Centre after the introduction of the first ‘digital recruit’; robotic technology programmed to perform repetitive tasks that can be automated.

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Technology and digital transformation is an ever-evolving process and Sanlam cannot rest on its laurels. It has to be mindful of the future and how the technology trends of today can and will influence the industry of tomorrow.

Regardless of where the next shift in innovation comes from, Sanlam will continue to ensure that it provides the best possible service to its clients and customers.

“Whatever the future holds for us, I believe it is critical for our technology adoption to be in line with our strategy,” he says.

“It needs to help us to really win the battle for the customer and ensure that we engage them at a level that will make them loyal and persistent - with no desire to go anywhere else.”

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208

Tapping into an emerging millennial insurance market WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

JUS TIN BR AND

OCTOBER 2018

AFRICA

209

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OLD MUTUAL iWYZE

Old Mutual iWYZE has developed online sales architecture to cater to its digital savvy customer base 210

T

he African insurance market in is turning into a hotbed of innovation. Life insurance, as a key example, grew by 13.7% from $39.465mn in

2016 to $44.899mn in 2017, with South Africa leading the way, with a market share of $71.7%.

Making up about 33% of the South African population, the countryâ&#x20AC;&#x2122;s growing millennial market has led to rising demands for convenient and accessible products and services, which deliver real-time information. Mobile wallet solution M-Pesa has gained significant momentum, with further digital tools enabling companies to more effectively engage with customers, as well as give them the capability to target rural areas and cater towards a diverse demographic.

Part of the Old Mutual Group, Old Mutual iWYZE is a direct insurance provider, offering car, home and life insurance. Whilst the larger group works with brokers and partners, iWYZE listens to its customers and their needs to deliver an interactive customer OCTOBER 2018

AFRICA

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E X E C U T I V E P R OF IL E

Jan Marais Experienced Head Of Information Technology and Strategic Projects with a demonstrated history of working in the insurance industry. Skilled in Business Process, Enterprise Risk Management, Analytical Skills, International Business, and Contact Centre Operations. Strong information technology background with an IPSD (Internet Programming Specialist Diploma) focused in Web, Mobile and hosted solutions.

w w w.gi ga bi t ma ga z in e. com

HALLMARK

S A LVAG E S P E C I A L I S T S

The Smart Salvage Solution

Hallmark is well established in the salvage arena, having been in the business for more than 16 years.

With a sound capital infrastructure of Bluespec Holdings, a leading CRM system (Salesforce), centralised storage, long standing Blue-chip clients and an active customer database of well over 13 000 customers, Hallmark is best positioned to cater for niche Insurer salvage needs.

KEY BENEFITS

1. Fixed Percentage Returns 2. National Upliftment 3. Proven Track Record 4. Online Functionality (tender and timed auction) 5. Full Cloud based admin and tracking functionality 6. Pre-owned Dealership Model 7. Large Active Client Base

FOR MORE INFORMATION CONTACT Managing Director: Gavin Passos: 073 676 0005 Email: gavin@hallmarkauto.co.za Landline: 011 440 0601 Website: www.hallmarkauto.co.za

AFRICA

213 experience, effectively driving growth

lining the development of new

across its products.

self-service technologies, moving the

“We work closely with Old Mutual

business forward in digital innovation.

Insure, another member of the Old Mutual Group and they are our

GENERATIONAL SHIFT

largest partner. We make use of their

When exploring the advantages of

IT infrastructure and services

customer-self-service technology, tools

to ensure that we deliver the best

such as phone calls, standard text

customer experience for our cus-

messaging and even social and

tomers,” explains Head of IT Opera-

mobile based applications have

tions, Jan Marais.

revolutionised the way in which people

Obtaining over 18 years’ experience across multiple countries, Marais’s

communicate and interact.

However, whilst over 60% of the

goal is to make the business in-

Sub-Saharan Africa population

creasingly adaptable and robust,

remains unbanked, iWYZE, as well as

and has been a key figure in stream-

many other insurance companies, have w w w.gi ga bi t ma ga z in e. com

OLD MUTUAL iWYZE

“ The journey of how people would like to interact is what excites us and that’s part and parcel of the foundation that we are building to enable that” — Jan Marais, Head of IT Operations

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OCTOBER 2018

AFRICA

turned to technology to address this untapped market. With a highly knowledgeable, skilled team, the company’s workforce has gained a solid understanding of the short-term insurance industry and what its customers want.

“The journey of how people would like to interact is what excites us and that’s part and parcel of the foundation that we are building to enable that,” says Marais.

“When it comes to making sure that customers can interact with us through our digital channels, we need to understand their real risks at any time and should be able to get that information without any effort from the customer.

“We don’t want an overbearing forms process, where individuals have to answer a plethora of questions for us to be able to identify and assess their risk. We want to be able to achieve that with as few questions as possible and for us to tap into existing databases to be able to pre-populate information, so that we can get a person’s risk assessed without overbearing question sets.”

INCREASED AGILITY Ramping up its efforts to become a key player within the South African market, iWYZE underwent a market competitor analysis to look at how to bring new w w w.gi ga bi t ma ga z in e. com

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OLD MUTUAL iWYZE

products to market, as well as embed the right policy administration systems to gain the trust of its customers.

“From a technology perspective, we had to put a lot of foundations in place to be able to give the business the opportunity to run at pace, to service our customers how they would like to be serviced. A big part of this is using technology and social media. Furthermore we’ve had a massive internal focus on the customer-centric service model to give our customers a world-class customer experience – this is cemented in how we engage our customers at each touchpoint through216

out the customer journey,” says Marais.

Although cloud has become an increasingly versatile tool within the insurance industry to drive down costs, promote scalability and improve business processes, iWYZE’s main focus is to be cloud-ready.

“We have a cloud-based footprint, so for us to be able to be a cost-effective IT organisation, it’s important to have a fine balance between re-using existing infrastructure of the larger business versus what we put in the cloud to be responsive to customers.

It is a very fine balance because that is what dictates cost-effective IT and to make sure that we’ve got the security around that,” he adds.

“To be successful and agile in such a fast-paced and competitive industry, it’s OCTOBER 2018

AFRICA

60%

The population of Sub-Saharan Africa that remains unbanked

iWYZEâ&#x20AC;&#x2122;s main focus is to be cloud ready

217

iWYZE works closely with customers, listening to their needs to deliver an interactive experience

iWYZE underwent a market competitor analysis to look at how to bring new products to market

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OLD MUTUAL iWYZE

218

OCTOBER 2018

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important for an organisation’s IT department to be close to and understand the business, the people, the processes and the products.

“Trust in the delivery of IT is something which takes a while to mature. One of the ways which has made us successful is running with a small business mentality

“From a technology perspective,we had to put a lot of foundations in place to be able to give the business the opportunity to run at pace, to service the client how they would like to be serviced” — Jan Marais, Head of IT Operations

within a large business.

“This has given us that agility, sharing services with the larger business, trying to streamline and bypass overbearing governance and also supporting the bigger business by running proof of concepts (POCs) for them to be able to make decisions quicker.”

HIGH PERFORMANCE CULTURE Harnessing a strong policy administration system and partnering with TIA in Denmark, the business has sought to implement a service-oriented architecture, without compromising on the customer experience. As a result, its front-end system has remained agnostic from any of its systems in the background.

Additionally, Hallmark Salvage Specialists has been essential to its claims division, bringing on board a transparent and sophisticated operation to recoup costs incurred where required.

By adopting a high-performance culture, w w w.gi ga bi t ma ga z in e. com

219

OLD MUTUAL iWYZE

220

OCTOBER 2018

AFRICA

“ It’s important to have a fine balance between re-using existing infrastructure of the larger business versus what we put in the cloud to be responsive to clients” — Jan Marais, Head of IT Operations

the business’ new inhouse IT department remains committed to visualising data to guarantee better, data-driven decision making.

Bringing its outsourcing activities inhouse, iWYZE has developed an exceptional, bespoke IT infrastructure whilst taking advantage of the larger business’ existing infrastructure, delivering world-class results.

“I think we’ve got a very strong brand, Old Mutual is one of the oldest brands in South Africa, and the brand is synonymous with trust,” concludes Marais.

“Technology is always something that can be replicated and duplicated. Building a brand that is so strong and then bringing it into modern times using technology is what will give us an edge over the competitors, for sure.”

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222

Coal Services: a growing mine of data WRIT TEN BY

ANDRE W WOODS PRODUCED BY

ANDY TURNER

A S I A - PA C I F I C

223

COAL SERVICES PT Y

224

Gillian Kidson, Head of IT at Coal Services, on how she is overseeing the digital transformation of the company to benefit its internal users and extensive stakeholder base

T

he challenge of transforming a business is no easy feat.

When that push for change

requires a shift to a more agile customer focused model, as well as harnessing and renewing technology platforms to not only future proof the business but create a best practice environment, that task can become even more complex.

Coal Services is an Australian industry-owned Specialised Health and Safety Scheme which delivers a suite of services in relation to the NSW coal

OCTOBER 2018

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225

mining industry including workers

of the industry, which presents its own

compensation insurance, health

set of challenges in that the status quo

surveillance, occupational hygiene

must be maintained at the same time

monitoring, and training and rescue.

as the organisation builds a new way

Owned by industry for industry,

forward.

through the NSW Minerals Council

Gillian Kidson is Head of IT at Coal

and the Construction, Forestry,

Services and it is her job to oversee

Maritime, Mining and Energy Union

the transformation of the company

(CFMMEU), it has been protecting

from a technological point of view,

workers in one form or another for

to work with leading edge vendors

more than 90 years.

and create a best practice environ-

The company has statutory functions that are critical to the health and safety

ment for IT infrastructure. â&#x20AC;&#x153;I needed to gain an intimate knowlw w w.gi ga bi t ma ga z in e. com

A S I A - PA C I F I C

edge of the company strategy and build a roadmap that allowed IT to help enable the key infrastructure required to realise our strategy. There was an appetite for significant efficiencies to be made using new technologies and improved data management; it was a case of building the right IT structure, architecture and infrastructure,” she reveals.

The biggest challenge for Kidson and her team was working through the company’s legacy systems, which represent nearly 100 years of activity with each part of the business also having different requirements and applications, many of which weren’t being utilised.

“Not only was it a bit of a clean-up, but we also looked at how we could utilise these tools across multiple businesses; not just one,” she comments.

“We are upgrading the legacy infrastructure to a level where it will able to provide significant performance improvements in meeting the needs of the new systems that are coming in.

We integrated current technologies, including: AWS, Azure and Office 365 to ensure we have best practice systems in place to allow us to build for the future and enhance performance.

In order to implement changes to legacy systems, particularly within the insurance arm of its operations, Coal Services has, for

“ I needed to gain an intimate knowledge of the company strategy and build a roadmap that allowed IT to help enable the key infrastructure required to realise our strategy” — Gillian Kidson, Head of IT, Coal Services

227

COAL SERVICES PT Y

“ The goal is to provide systems that will give ease of access for our employees to provide better levels of service to customers” — Gillian Kidson, Head of IT, Coal Services

At a larger level, and because it operates across multiple touch points with its customers, Coal Services has amassed a large store of data surrounding workplaces, mine companies and workers.

“An important part of the architectural design has been geared towards how we share the data that can be shared and lock down the data that can’t. So, we’re just working through that architecture at the moment with a view to implementing some master data sets across the business and

228

example, partnered with Finity to

a middleware application to enable

develop a tool that blends an individu-

us to transfer and share that core

al’s entire claims history together so

data,” Kidson explains.

case managers and injury management

“The goal is to provide systems that

advisors will have a holistic view of the

will give ease of access for our employ-

person (rather than a single claim or

ees to provide better levels of service

injury view) to enable a more person-

to customers. But at the same time,

centric approach to injury management

these new systems must provide useful

and improved experience for the worker.

information to help us glean specific

OCTOBER 2018

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229

insights and improved knowledge to

they can.

enable better solutions. This will enable

So, how does the system function

the organisation to be more customer

when facing the client? “We have five

centred and in doing so, will allow for

different businesses that will interact

an increase in customer efficiencies.”

with the coal miner for various reasons.

With large data assets comes the

From a health perspective it can be

need to protect personal information

anything from a pre-work placement

and comply with privacy policies too.

medical required under the statutory

To ensure these requirements are met,

responsibilities of Coal Services,

Coal Services has engaged InfoTrust

to annual medicals for mines rescue

as its security partner, who are working

brigadesmen. On the other side,

with Kidson at each stage of these

you’ve got injury claims and manage-

projects to ensure that they apply the

ment processes as part of the

best and most trusted form of security

workers’ compensation component w w w.gi ga bi t ma ga z in e. com

www.virtualitservices.com.au | support@virtualitservices.com.au |

CONTACT US

Virtual IT Servicesâ&#x20AC;&#x2122; core business is Managed Services. We provide a range of flexible support options to partner with our customers to improve the IT environment and provide excellent service. We differentiate ourselves from other Managed Service Providers by offering complementing consulting services and development services.

A S I A - PA C I F I C

CLICK TO WATCH : COAL SERVICES – CORPORATE VIDEO 231 of the scheme. In addition, every NSW

the miner so they have some visibility

coal miner will likely come through our

of their own information; it means they

doors for some sort of training, and

can access personal data, see their

we also maintain their qualification

qualifications, and check their

records,” she said.

medical information.”

“The interactions are as varied as

The coal industry is undergoing

the data sets, so we are working

dramatic change and, as a result,

towards giving people access to see

capabilities at Coal Services need to

what training they’ve had and when

be nimble and agile enough to respond

they did it. They will be able to see how

to the evolving industry landscape.

many medicals they’ve had and keep

“While improving internal system

tabs on their claims. They should be

performance and data collection

able to go in through a portal and see

capabilities are important, it’s of great-

all their information. The immediate

er significance that we can under-

goal is to give that capability back to

stand the data and work with industry w w w.gi ga bi t ma ga z in e. com

COAL SERVICES PT Y

232

1921

Year founded

330+

Approximate number of employees

OCTOBER 2018

A S I A - PA C I F I C

to recognise emerging issues.”

“Changes in technology can have a direct impact on that and can aid in the development of solutions. Mine workers are often transient and the industry employs a good deal of contractors, which requires us to respond quickly to provide the best possible services to customers. It’s give and take on any day of the week and adaptability is key.”

Kidson has fostered a number of long term strategic partnerships as a way to not only help deliver on requirements, but to also help improve performance as the organisation develops its own capabilities.

“Virtual IT has been on board since the beginning providing assistance with architectural and network design as well as business intelligence tools. Having them on board has been a learning curve for us all and has provided us with some insights into what we’ve got and how best to reuse what we can.”

One of the first areas Kidson looked at was occupational health who had been running their business across six different applications. The idea is to consolidate as much of that as possible into one application.

“We’ve consolidated the first two applications with the help of Appian, who provide a platform Workflow Tool. We’ve consolidated bookings and health assessments and that’s due to go live in November.” w w w.gi ga bi t ma ga z in e. com

233

COAL SERVICES PT Y

With data comes responsibility and security and Coal Services looked to Trusted Habitat when it came to data governance. “We need to be very clear over data flow and ownership. Trusted Habitat has been working with us to help put some of the rules in place and to look at how we manage that flow,” Kidson explains.

Coal Services’ employees also need to make sure that data is available and can be where it needs to be at the right

234

“ We need to be very clear over data flow and ownership.

Trusted Habitat has been working with us to help put some of the rules in place and to look at how we manage that flow” — Gillian Kidson, Head of IT, Coal Services

OCTOBER 2018

time. As a result, and to ensure best practice, the company has gone for a new high-speed network, supplied

by Telstra.

Meanwhile, NTT is working with Coal Services on disaster recovery and business continuity planning for the infrastructure and server environment. “We’re currently working our way through what that’s going to look like, with a view to implementing a ‘disaster avoidance’ environment and not the standard ‘disaster recovery’.

“The strategy in place at the

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235

moment, has probably got another two to three years to run. We’re

based on their actions.”

What these long term strategic

obviously adding to that all the time

partnerships do is allow us to improve

and it’s constantly under review. It’s an

performance and implement best

ever-evolving piece of work. If we can

practice solutions across the busi-

get to the point where we’re delivering

ness lifting both our internal and

that well, then we’ll start to see a bit

external customer experiences. The

more of the AI (Artificial Intelligence)

changes to our IT infrastructure will

technology being introduced.”

provide tremendous benefits towards

“First, we will have somebody

improving our stakeholder service

logging into a portal, then we would

provision in a significantly more

like to see that portal being more

effective and efficient manner.

intuitive and intelligent and delivering content to the customer or client w w w.gi ga bi t ma ga z in e. com

PMS

236

DIGITAL DISRUPTION IN A WIRELESS WORLD WRIT TEN BY

L AUR A MULL AN PRODUCED BY

K RIS TOFER PA LMER

A S I A - PA C I F I C

237

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B R I G H T S TA R

Brightstar handles over 80 mn devices every year and with its latest digital transformation, it looks to be involved at every state of a device’s lifecycle.

L

ike any product, today’s mobile devices have a clearly defined lifespan and Brightstar has placed itself firmly at

the heart of it. Tapping into today’s wireless ecosystem, the company looks after every stage of a device’s lifecycle for its customers, from the moment it’s manufactured to the

238

moment it’s time to trade it in and re-market it.

Serving carrier, retail and enterprise customers as well as running programs for device brands directly, the SoftBank subsidiary processes over 80 million devices every single year. Now, to keep pace with today’s evolving market, Brightstar has embarked on a root-and-branch digital transformation, one which strives to standardise its solutions and deliver the same high-level service time and time again.

Rising to the role of CIO of the company’s Asia-Pacific region, Mariela Millington has racked up an impressive 30 years of experience in the IT sector. During her past three years at Brightstar, Millington has seized the challenge and helped the company navigate OCTOBER 2018

A S I A - PA C I F I C

“We’re not just more effectively servicing our customers, we’re also delivering consistent services from one region to another” — Mariela Millington, CIO APAC, Brightstar

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239

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A S I A - PA C I F I C

“ That means we’re looking at how we can enrich the experience not just for our own direct customers, but also for our customers’ customers” — Mariela Millington, CIO APAC, Brightstar

level of service will remain consistent.

“Before, when we sold similar services in different regions, they weren’t exactly the same and the customer experience wasn’t consistent,” observes Millington.

“Now we’re rearchitecting not just our technology landscape, but also how we sell and distribute products and that will really help us.”

Serving industry giants, Brightstar’s client base makes for impressive reading.

But on this journey, the company hasn’t forgotten the end customers who are impacted by its services. It is this unique perspective, says Millington, which has helped the company cut through the

its latest digital transformation. “One

noise when debating functionality and

of our biggest focuses is that we are

service features.

re-architecting our environment,” she

“Strategically we look at how our

explains. “Through this, we are moving

services will touch the end consumer,”

away from offering a bespoke country

she explains. “That means we’re looking

or even single customer solution to

at how we can enrich the experience

deliver a more unified platform that

not just for our own direct customers,

still manages to be customer-centric.”

but also for our customers’ customers.

Pivoting from a mainly distribution-

That’s really changed how we create

focused organisation to a wholly

solutions. It’s really a reinvention of

service-orientated one, Brightstar has

Brightstar, how we look at ourselves

undergone many seismic shifts since it

and the way we offer our services.”

was founded in 1997. This latest change

With five major lines of products and

will ensure that, regardless of where

services – supply chain and logistics;

the company’s products are bought, the

device protection; financial services; w w w.gi ga bi t ma ga z in e. com

241

B R I G H T S TA R

buy-back and trading services; as well as core distribution of devices and accessories – underpinned by a domainspecific advanced analytics capability, Brightstar has a substantial roster to offer. As a result, the company can offer complimentary services regardless of what phase a device is at in its lifecycle.

“For us, having complimentary services allows the customer to really leverage the investment they made in their fleet of devices. Being able to manage those devices from birth 242

to death is quite unique in that we can

“ For us,having complimentary services allows the customer to really leverage the investment they made in their fleet of devices” — Mariela Millington, CIO APAC, Brightstar

OCTOBER 2018

A S I A - PA C I F I C

£1.5bn Approximate revenue

1997

Year founded

5000

Approximate number of employees

deal with both new devices and old devices in a seamless way. That’s one of our key differentiators.”

Along this journey, Brightstar has also reformulated the way consumers interact with the company, introducing a new business process management (BPM) layer that orchestrates the interaction between all relevant parties.

Through this initiative, the company hopes to establish itself as a digitallysavvy partner for its customers, allowing them to define the user journey and leverage Brightstar to enrich the experience along the way.

“We’ve increasingly found that our customers would like to control their user journey,” Millington explains.

“Therefore, we’re architecting our solutions to be digital-friendly so that they will play comfortably inside our customer’s digital platforms. Our customers will be able to inject our services into their workflow elegantly and seamlessly. To enable this, we established a business process management layer for the orchestration of our services. This will provide us with the ability to really customise these workflows; it will allow us to create w w w.gi ga bi t ma ga z in e. com

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B R I G H T S TA R

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OCTOBER 2018

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“ We now think about the user journey from a consumer experience perspective rather than from a Brightstar one; that’s really helped us to connect with more businesses who want to include us in their users’ journey and experience” — Mariela Millington, CIO APAC, Brightstar

different rules depending on the different customers and services in play, but it will still deliver a standardised back end. With our platform, we’re going from a very bespoke development approach to a large de-coupled architecture.”

Millington also points out how the company has developed robust technology partnerships to evade any legacy issues. “To develop this digital backbone, we recognised that we needed external help to succeed in our latest digital challenge,” she notes. This helped Brightstar reimagine its services and enhance its plug-and-play service offering. It has also helped the company keep its ear

to the ground to find out about the sector’s latest emerging trends. “One of the very strong partnerships we have is with Software AG and certainly we are using their technology to push the w w w.gi ga bi t ma ga z in e. com

245

B R I G H T S TA R

envelope there,” Millington adds.

Echoing a belief shared by many

needed. This was very well communi-

CIOs, Millington reiterates that this

cated and re-enforced throughout the

mammoth transformation simply

build journey which helped to provide

wouldn’t have been possible if the

stability and consistency in decision

company hadn’t fostered the right

making amongst a changing landscape.”

culture. Research by Microsoft in 2017

Brightstar also made sure that, whilst the

notes that the biggest challenge

team acknowledged the value of past

organisations are facing in promoting

systems, they didn’t pull any punches

transformation is not necessarily the

when noting where it could improve.

new technology itself, but the cultural

246

to look like and why the change was

With its feet firmly in the carrier,

change required to enable it. But how

retailer and enterprise markets,

did Brightstar overcome this hurdle?

Brightstar is present in industries that

“It’s a day-to-day challenge that you

are ripe for change. The company is

need to tackle proactively,” observes

readying itself for the innovations of

Millington. “We had a very strong vision

the future and, as continuous improve-

of what the global architecture needed

ment seems to be a well-versed

E X E C U T I V E P R OF IL E

Mariela Millington CIO APAC Mariela Millington is Chief Information Officer (Asia Pacific) at Brightstar. Millington leads a team of 130 IT professionals based in Melbourne, Kuala Lumpur and throughout Asia. She is responsible for leading the architecture and deployment of supply chain platforms, applications, project portfolio management, and business development activity.

OCTOBER 2018

A S I A - PA C I F I C

247

mantra at the company, it seems

and positioned us strongly for the

Millington’s work is far from over.

future. We now think about the user

“Have we 100% completed this

journey from a consumer experience

transformation?” Millington asks. “No, I

perspective rather than from a

think it’s a continuous journey. I don’t

Brightstar one; that’s really helped us to

think the work should ever be over

connect with more businesses who

because as solutions evolve, we’ll have

want to include us in their users’ journey

to adapt and evolve too.”

and experience.”

“Our journey hasn’t finished, but I

PMS

think the future is exciting,” she continues. “The re-imagining of our services and technology footprint has made us much more competitive now w w w.gi ga bi t ma ga z in e. com

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OCTOBER 2018

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Jabil pushing forward digital transformations

w w w. g i g a b i t m a g a z i n e . c o m

249

JABIL

$19bn

Approximate revenue (2017)

1966

Year founded

180,000 250

Approximate number of employees

MANUFACTURING SERVICES LEADER JABIL IS ENABLING DIGITAL TRANSFORMATIONS, BOTH WITHIN ITS OWN ORGANISATION AND FOR ITS CUSTOMERS WORLDWIDE WRIT TEN BY

JA MES HENDERSON PRODUCED BY

CHARLOT TE CL ARK E

O

rganisations around the

world are embarking on company-wide transfor-

mations, embracing a future de-

fined by technology. But Jabil – a manufacturing services leader employing approximately 180,000 people – finds itself in the unique position of driving both its internal digital transformation, as well as leading transformative efforts on behalf of some of the biggest

OCTOBER 2018

A S I A - PA C I F I C

251

and best-known brands in the world.

Jabil categorises the role it plays in

sively complex supply chains. We partner with these companies to streamline

its customers’ digital transformations

supply chain orchestration while helping

into three sections, says John Caltabi-

them reduce cost and risk.

ano, VP of Supply Chain Management.

“The second category of customers

“We’re a manufacturing services provider

are those going through a transforma-

so we support diverse customers across

tion due to market disruptions. They

a variety of markets with different digital

may be going through divestitures or

transformation needs. You can group

acquisitions. They also may be facing

these customers into three general

major changes in their industry sector,

categories. In one category are large

which requires them to reshape how

multinational organizations with mas-

they operate. These organizations look w w w. g i g a b i t m a g a z i n e . c o m

JABIL

to us for thought leadership, market benchmarking and product proof of concept support. It’s a very collaborative approach.

“Then you have a third kind: customers that are really up-and-coming and don’t have to rectify historical issues. They can concentrate on what they’re good at and say to Jabil, ‘I want you to run my supply chain’.

Their perception is that they’re not going to invest in those capabilities, when we can do it for them.”

At the same time, Jabil is transforming how it runs its own supply chains, and is 252

implementing a digital initiative around the platforms it utilises to deliver its services, signalling a move towards cloud-based infrastructure. The size of the business – over 100 factories in 29 counties, hundreds of customers and a supply chain of 17,000 companies – means the transformation is one of real scale.

New technologies have already transformed how Jabil operates from a procurement perspective, says Caltabiano. “The size of our company means we have hundreds of contract negotiations going on at any one time. It’s critically important for us to expedite report generation, quickly produce analytics, drive rapid negotiations and produce results that help our customOCTOBER 2018

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JABIL

“ I F YOU’RE BUILDING PRODUCT DESIGNED 15 YEARS AGO WITH SUPPLY CHAIN FIT THAT WAS IMPLEMENTED 15 YEARS AGO, IT’S HARD TO TRANSFORM YOURSELF” — John Caltabiano, VP of supply chain management

ers achieve better business outcomes.

“With our digital platforms and tools, we now utilise, data and analytics are available in real time, so we can start negotiations at any time. We can deploy pricing as soon as negotiations are completed, which changes the whole dynamic of time-fenced events. We now can change the conversation with suppliers very quickly based on our analytics and actionable insights.”

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CLICK TO WATCH : ‘JABIL COMPANY OVERVIEW’ 255

Working with so many companies in

After all, if you’re building a product

locations across the globe gives Jabil a

designed 15 years ago with a supply

better perspective than most when

chain that was implemented 15 years

speaking about industry sectors keen

ago, it’s hard to transform how you

to embrace disruption and digitisation.

operate because of long-term invest-

It is Caltabiano’s belief that companies

ments and legacy operations.

in the markets that are being most

“To an extent, how prepared compa-

significantly disrupted – notably by IoT

nies are to embrace the change is partly

– are ‘moving the fastest’.

dictated by the dynamics of the industry

“I think the regulated businesses are the slowest,” he observes. “Regulated

they work in.”

When it comes to Jabil’s own digital

products tend to have lengthy life

transformation, the company is on a fast

cycles, which makes it difficult to change

track, analysing how new technology

the way you run their supply chains.

can speed the myriad transactions that w w w. g i g a b i t m a g a z i n e . c o m

JABIL

“ WITH THE DIGITAL PLATFORMS AND THE DIGITAL TOOLS WE NOW UTILISE, DATA AND ANALYTICS ARE AVAILABLE REALTIME, SO WE CAN DO NEGOTIATIONS ANYTIME WE WANT” 256

— John Caltabiano, VP of supply chain management

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“ W E HAVE TO THINK DIFFERENTLY BECAUSE IT IS A NEW GENERATION OF PEOPLE WE’RE HIRING. YOU HAVE TO THINK ABOUT WHAT’S INTERESTING TO THEM” — John Caltabiano, VP of supply chain management

take place every day. “We have, in my division, 1,500 buyers, so I’m buying over 350,000 parts on a quarterly basis,” says Caltabiano.

“That’s very transactional and repetitive and there is certainly the opportunity for part of that decision-making process to be accelerated and streamlined through digitisation, automation and analytics.”

Jabil believes that by automating some of the more transactional responsibilities, the prospect of a career in manufacturing and supply chain operations will become even more attractive to emerging young talent.

258

EXECUTIVE PROFILE

John Caltabiano is Vice President , Global Supply Chain at Jabil and is responsible for all Materials and Customer Supply Chain Solutions for the company’s Engineered Solution Group Division. He is responsible for driving supply chain strategies for all of ESG’s Businesses. Prior to this role, John was Vice President of Global Sourcing where he was responsible for World Wide Commodity Management, Sourcing, Centralized Procurement and Supplier Development covering a spend of over $12 Billion. With more than 30 years of supply chain experience, John recently returned to St. Petersburg, Fla., following a three-year assignment in Singapore.

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a s i a . b u s i n e s s c h i e f. c o m

JABIL

“People who come into the workforce don’t want to sit at a desk and place orders.

A machine could do that. We have to think differently because it is a new generation of people we’re hiring. You have to think about what’s interesting to them.

“We recruit new college grads out of supply chain curriculums, from some of the top schools, and they can bring a lot of talent to the manufacturing sector. What we can do is attract them with our digital tools.

They want to dive into it and they’re exactly the kind of people we want because to take 260

this forward, you have to have practitioners.

“We can’t go back to the old way, because they will come in and only think about the new way. A benefit of the transformation has to be bringing in the talent that knows how to use these tools and think differently about their work.”

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SCT LOGISTICS:

Transparency and a commitment to service through digitisation WRIT TEN BY

OLIVIA MINNOCK PRODUCED BY

ANDY TURNER

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SCT GROUP

SCT GROUP’S CIO SEAN ATCHINSON DISCUSSES HOW THE COMPANY’S JOURNEY TO DIGITISATION IS MAKING IT EASIER TO CARRY CARGO THROUGHOUT AUSTRALIA

W

ith 3,934km between Perth

joined by Sean Atchinson, a CIO

and Sydney, transporting

determined to bring technology to the

cargo across Australia is

fore and make digitisation instrumental

no mean feat.

Since 1974, SCT Group has been providing an alternative logistics

solution where options were previously 264

in fulfilling SCT’s aim to provide open, transparent and efficient service across Australia.

“Our growth has been achieved

few, and has grown to be the most

through a very focused approach to

efficient independent freight service

the business. In addition, more recently

in the country. Providing rail and road

there are only two major players in the

services hauling dry freight, refriger-

rail freight space: Pacific National and

ated and bulk cargo, the business

SCT,” Atchinson explains, praising

prides itself on openness and transpar-

Smith’s initial foresight in challenging

ency. It is also a company that, despite

the status quo of the nationalised rail

its substantial size and reach, cares

industry. SCT now provides logistics

about every single customer from the

services across the country and has

smallest business on its books to

a number of inland ports serviced next

world-renowned retailers like Aldi and

to mainline freight railways. In the past

Woolworths.

two years, SCT has opened two new

Founded by Peter Smith, SCT is still very much a family affair, with Peter’s sons Geoff and Glenn on the board of

inland ports: at Bromelton, Queensland and Wodonga, Victoria.

“We are predominately one of the

directors and the founder himself

largest freight movers East-West, from

maintaining a keen eye on operations

Sydney all the way to Perth, transport-

as chairman. In 2015, the Smiths were

ing freight that contains white goods,

OCTOBER 2018

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“That journey of transformation through a technology platform is now starting to pay dividends to the business, and year on year I’m successfully taking costs out of the IT business” — Sean Atchinson, SCT CIO

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265

SCT GROUP

266

“ I work with all staff – if we’re rolling out a new technology, we’re on the warehouse floor with them.We understand what they’re doing, how they’re using it and what they need to use it for” — Sean Atchinson, SCT CIO

OCTOBER 2018

A S I A - PA C I F I C

as well as foodstuffs from dry all the way down to -24 degrees.” SCT moves all this and more across the length and breadth of Australia with a commitment to making logistics faster, easier and more efficient.

From previously having a focus on road line haul that required two drivers to move it across the country, the business can now move a 1.8km train hauling 5,500 tonnes of freight across Australia in three days, all in one journey. In addition, the 300m-long Bromelton warehouse allows a train to run straight through it with no shunting required, so containers can be removed and wagons unloaded as smoothly as possible.

“In the three-and-a-half years I’ve been with the company, there’s been so much growth,” Atchinson reflects. However, it hasn’t all been smooth sailing. Atchinson joined the company six months after it had gone live with its new SAP environment – a vital digital solution for many businesses, but one which SCT needed the CIO’s help to implement properly. “They were actually talking about getting rid of it: they’d had a very tough go-live and were relying on consultants to support the business for a number of months post go-live. There were major issues throughout the systemic processing of customers’ orders to invoicing.”

Despite these teething issues, Atchinson w w w.gi ga bi t ma ga z in e. com

267

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CLICK TO WATCH: SCT BROMELTON LAUNCH VIDEO 269 had worked with SAP solutions through-

business, and year-on-year, I’m

out his career and wasn’t willing to give

successfully taking costs out of the IT

up on the world-renowned ERP

business.” Far from cutting corners or

platform just yet. “The transformation

laying off staff, these savings have

could have gone belly up, but working

been made simply by changing the

with some key support organisations,

way SCT operates.

as well as staff and executives right

“We’ve in-sourced our support rather

up to Peter Smith, we’ve kept SAP and

that outsourcing,” Atchinson explains.

turned the whole environment around.”

“We’ve also renegotiated with core

Fast forward to today, and proper,

partners and gone into new commer-

collaborative development of the

cial contracts which have allowed us to

platform is actually saving the firm

save money by utilising the technology

money. “That journey of transforma-

better than we previously have. For a

tion through a technology platform is

CIO, it’s a rare opportunity to come in

now starting to pay dividends to the

where something’s failing and be able w w w.gi ga bi t ma ga z in e. com

SCT GROUP

to turn it around.”

Through Atchinson’s work and senior leadership support, technology has been successfully brought to the fore of SCT and

1974 Year founded

is embraced as a driver – almost literally – of the logistics giant’s growth. “We’ve recently introduced new technology in all of our trucks which allows us to do electronic work diaries for our drivers and fatigue management.

Drivers can now control their breaks without having to go through the paperwork.” In addition, technology is used to allow trucks and deliveries to be tracked more effectively and SCT is looking to move electronic 270

delivery and pickup management onto a new platform which will integrate better into cabs and carry all the information necessary for a fleet, using a single SIM card per vehicle. “The ability to have a single SIM that controls the phone, telematics and tablets in our trucks will have paid for itself within three years just through telco savings,” Atchinson enthuses.

As well as making life easier for staff, a customer reporting platform has been introduced to bolster SCT’s commitment to service. “We’ve rolled out a customer reporting portal which allows our customers to track all the movements of their freight. We notify them when we’re going to pick up and they can see it online in a report to the time that it has been delivered, as well as being provided OCTOBER 2018

1,000+ Approximate number of employees

A S I A - PA C I F I C

with proof of delivery.” Atchinson

transparency of data,” says Atchinson.

explains that all this is done in almost

“It’s there at their fingertips, allowing our

real time – or around four seconds

account executives and customers to

behind our core platform.

talk in exactly the same language.

Now, looking to trade electronically with national customers in the B2B space, SCT is also developing a B2B

We’re looking at exactly the same pieces of information.”

A common worry related to automa-

template based on GS1 – the global

tion is that the human touch will be lost

developer of business standards for

but Atchinson is keen to point out that

communication such as barcoding.

this won’t be the case for SCT. “We

“We’ve worked very closely with GS1

haven’t removed the account execs.

and also our members within that

The customer can do self-service and

environment.”

still have face-to-face contact. SCT

One of the most important things to

prides itself on this. This relationship is

ask of any digital transformation is what

absolutely key for Peter – that’s how he

it will mean for the customers involved.

built the business and that mentality

“It’s tracking; it’s all of their history; it’s

still exists today. We still have that very w w w.gi ga bi t ma ga z in e. com

271

SCT GROUP

272

personal approach, but technology

they’re doing, how they’re using it and

is an enabler to allow transparency

what they need to use it for. Feedback

between customers, account execs

from those at the forefront of what has

and account managers.”

been rolled out is critical to any

In terms of finding the right digital solution to help SCT grow, transparency with both staff and vendors is key.

success that a technology platform provides to the business.”

In the coming years, growth at SCT

“We run roundtables regularly,” says

is set to take many forms across its

Atchinson. “It’s very consultative. I work

divisions from property and rail to solution

with all staff – if we’re rolling out a new

enablement. “We’re looking to remove

technology, we’re on the warehouse

a lot of the manual steps and provide

floor with them. We understand what

technology that supports growth and

OCTOBER 2018

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“We still have that very personal approach, but technology is an enabler to allow transparency between customers, account execs and account managers” — Sean Atchinson, SCT CIO

273

supports a mission with our customers

ache) to an integral driver of growth

to provide further transparency on their

and service excellence for the company.

end-to-end moving of freight. My focuses

“Now, if I speak to the board it’s about

right now are expanding IoT across our

what we’re going to do next. It’s about

transportation methods – movement into

looking forward,” he concludes. We

cloud is key. As we grow, our technology

want to build on what we’ve got. We’ve

platform will allow us to upscale, pretty

got sustainability, we’ve got perfor-

seamlessly, our hardware.”

mance, we are enabling our business.

It’s clear that even throughout

“The conversation has completely

Atchinson’s own journey at SCT Group,

changed. It’s not about ‘time to throw

technology has gone from being an

it out’, it’s about ‘we want to do this

add-on (and indeed at times a head-

with our business’.” w ww w.gi w w.busi ga bi t ne massc ga zhief. in e. com

274

BAI Communications

on

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275

the move WRIT TEN BY

JOHN Oâ&#x20AC;&#x2122;HANLON PRODUCED BY

ANDY TURNER

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B A I C O M M U N I C AT I O N S

Communications infrastructure specialist BAI Communications is moving fast into new markets: to do this it needed to realign the perception of IT in the business and move its technology to the cloud

P 276

eople of all generations now

a train is a frustration that BAI Commu-

accept that their mobile

nications is making a thing of the past.

phone is the technology hub

BAI Communications operates

that enables every aspect of life. Work,

in Australia (Broadcast Australia),

entertainment, social interaction,

Hong Kong, Canada, the UK and in

information, shopping, finances, learn-

New York with majority-owned BAI

ing: the device in our pocket gives us

Communications company Transit

access to all of it – just so long as we

Wireless. The company designs,

eople of all generations now accept that

builds and operates communications

their mobile phone is the technology

infrastructure – cellular, Wi-Fi,

hub that enables every aspect of life.

broadcast, radio and IP networks. In

Work, entertainment, social interaction,

Australia through Broadcast Australia,

information, shopping, finances,

it owns and operates one of the

learning: the device in our pocket gives

most extensive transmission networks

us access to all of it – just so long as

in the world, delivering 59 million

we can connect.

broadcasting hours to 99%

Mobile devices are now used

of the population. In times of crisis,

predominantly for data. So, exceptional

national broadcasters rely on them

cellular coverage and Wi-Fi is very

to maintain the connection with

important. People expect this data

Australians – flood, fire, cyclone or

connectivity, whether for texting,

other natural disaster – and emergen-

browsing or streaming. Having the

cy services rely on BAI to help keep

signal drop, or no signal at all, on

them informed.

OCTOBER 2018

A S I A - PA C I F I C

Peter Turnbull, CIO BAI Communications 277

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B A I C O M M U N I C AT I O N S

In New York and Toronto, BAI enables more than 7 million* daily subway commuters to shop, share, stream, earn and learn through its cellular and Wi-Fi networks and in Hong Kong, commuters on the MTR collaborate, create and stay connected thanks to their trusted expertise in designing and delivering high-quality networks in confined and complex transport systems. In the UK, with its global network of experts paired with local in-depth knowledge, it is working with industry leaders

“ Switching the mindset and moving the conversation from ‘IT and the business’ to ‘IT is part of the business’ that continues to enable but also contributes to the business strategy, has been fundamental” — Peter Turnbull, CIO, BAI Communications

to explore the role of technology in

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A S I A - PA C I F I C

CLICK TO WATCH : ‘ABOUT BAI COMMUNICATIONS’ 279 the transport system of the future.

Peter Turnbull joined BAI in 2015 as

as it was challenging – establish a technology platform to modernise

its CIO. He brought with him many years’

the core IT capabilities of a mature

experience in the banking and financial

business (Broadcast Australia),

services sector, but as he says: “Core

enable the wider BAI Communications

technology is ubiquitous, you really

Group to enter into new regions and

challenge yourself to understand how

build a foundation to connect our

the business capabilities interact and

established international subsidiar-

learn the language of the domain.”

ies.” These three goals presented

While broadcasting is a key service of

a challenge he found irresistible.

BAI in Australia through the Broadcast

Though the technology infrastructure

Australia business, the company had

was largely on-premise and imperfectly

already started its expansion into

connected across the group, he

transit communications in other markets.

quickly realised his biggest challenge

“The brief I was given was as unique

was cultural. Like many traditional IT w w w.gi ga bi t ma ga z in e. com

B A I C O M M U N I C AT I O N S

E X E C U T I V E P R OF IL E

Peter Turnbull Peter Turnbull is Chief Information Officer at BAI Communications An energetic business and technology executive with solid commercial experience in people and team leadership, service and program delivery, software development, business integration, IT governance and vendor management.

280

Over the past 20 years Peter has held multiple operational and leadership roles predominately in software development, wealth management, product development, professional services and assetbased leasing.

Peter has successful transformed technology environments for financial services firms, decoupled technology environments from U.S parents and introduced Greenfield ICT capabilities and innovations as a vendor and as an IT Leader.

Peter has a genuine understanding of how people, processes, data and technology blend together to deliver measurable business outcomes.

Key Specialities: Merger and acquisition, people leadership, technical, application and data architectures, decoupling and integration of ICT environments, program delivery, vendor management and operational service delivery.

OCTOBER 2018

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B A I C O M M U N I C AT I O N S

organisations, IT operated as a service provider with a contract to ‘the business’. Switching this mindset and moving the conversation from ‘IT and the business’ to ‘IT is part of the business’ that continues to enable but also contributes to the business strategy, has been fundamental.

This mindset shift is a two-way street, “as technologists we need to accept

“ As technologists we need to accept that IT no longer controls all things technology, this takes some getting used to” — Peter Turnbull, CIO, BAI Communications

that IT no longer controls all things technology, this takes some getting used to; the convergence of operational technology (OT) and IT along with ‘Edge 282

IT’ (his preferred name over shadow IT) has meant we are now a key partner helping to build new capabilities. We are domain experts in enterprise technology, our role is to establish a solid

Turnbull calls ‘enterprise plumbing’.

foundation and ensure the enterprise

“We will never be fast enough to take the

plumbing works and then partner, guide

business forward unless we have a solid

and enable our peers and their people

and adaptable set of infrastructure

on their own technology journey.”

capabilities and services to work with.”

The original infrastructure he found

PILLARS OF TRANSFORMATION

was a traditional, on-premise infrastruc-

The digital transformation started in

ture, that was out of support, challeng-

2016. In describing the transformation

ing to manage and “not capable of

for BAI it is helpful to look at the four

meeting our requirements to modernise

pillars on which it depends. The first of

the Broadcast Australia business let

these was to provide a firm foundation

alone connect our international ones”.

and transform the infrastructure that OCTOBER 2018

“We needed an infrastructure capable

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283

of bringing together IaaS, PaaS, SaaS

in his quest to move the infrastructure

and on-premise solutions. We needed

to a service model, located in the Cloud.

a fast network at each regional office,

â&#x20AC;&#x153;We have built a virtual data centre

as the existing links would not support

capability in Azure and challenged

our cloud-first aspirations. We needed

ourselves to have 80% of our workload

a set of core technology services

running in the cloud by 2020. We moved

including identity management, to run

our provisioning process to Azure

and support this infrastructure and

Resource Manager (enabling infrastruc-

most importantly, we need an infra-

ture-as-code) and rebuilt our identity

structure that could support future

and access management capability

convergence of OT and IT.â&#x20AC;?

using Azure Active Directory (AAD).

After careful consideration Turnbull

This was a game changer because it

decided a Microsoft stack was optimal

provided a way to bring together our w w w.gi ga bi t ma ga z in e. com

B A I C O M M U N I C AT I O N S

subsidiaries, manage access to cloud

to enable ‘boundless collaboration’ no

services with single sign-on and

matter what time-zone people were in

quickly deploy user and device

or device they were using and how to

services like multi factor authentica-

provide a consistent and integrated

tion (MFA) and conditional access

experience for everybody. To achieve

which have traditionally been complex

this, Turnbull deployed Office 365,

or expensive to deploy and maintain.”

starting with Yammer.He progressively introduced core services including

284

A NEW WORK ENVIRONMENT

Exchange Online, Skype for Business,

The second pillar, which ran in parallel

OneDrive and Microsoft Teams

with the infrastructure overhaul, was

across Australia and the UK with plans

building a modern workplace, which

to integrate the other international

wasn’t just a hardware and Windows

subsidiaries over the next 12 months.

refresh, but a full rethink on how to

“Yammer was the first Office 365

securely access, surface and share

service we deployed in Australia,” he

information across subsidiaries, how

says. “It is a great tool for building

“ We have built a virtual data centre capability in Azure, and challenged ourselves to have 80% of our workload running in the cloud by 2020” — Peter Turnbull, CIO, BAI Communications

OCTOBER 2018

A S I A - PA C I F I C

open, cross-functional communities

“Not only was it a big cost saving;

which have become key in transform-

suddenly you could effortlessly

ing the way we share information.” As

connect our international businesses

an example, operational questions or

into a meeting with video, voice, screen

issues with operational equipment are

sharing and instant messaging. I can

being shared over Yammer, drawing

walk into a meeting room and click

in responses from engineers across

one button to join a meeting instead of

Australia who may have encountered

having to find a dial-in number, type in

the same problem or had previous

the conference code and remember

experience with the equipment.

a PIN. Best of all when we move into

There are other game changers in

new countries we don’t have to set up

the stack. “Skype for Business has

PBX infrastructure, we just provision

replaced over 15 PBX solutions and

phone numbers and conferencing

introduced new ways to communicate,

services through a single portal.”

some expected and some unexpected,” says Turnbull.

They have deployed several Surface Hub devices, which have really

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B A I C O M M U N I C AT I O N S

286

changed the way meetings are conduct-

(even remotely) when you’re able to

ed, he adds. “With integrated Skype,

collaborate like this.”

a digital whiteboard and wireless

Recognising that BYOD can be

projection to the screen, I walk into

complicated, Turnbull introduced

a meeting and we don’t have to sit

a CYOD (choose your own device)

down anymore.

workstation approach running

“We are standing up, collaborating on

Windows 10. Faced with the need to

a digital whiteboard and effortlessly

replace older hardware, staff were

bringing people together (inside and

given a range of workstation options.

outside the organisation), through

This combined elements of choice and

technologies such as Skype/, Teams,

interoperability. These new implemen-

document co-authoring and digital

tations and policies came of course

whiteboards accessible on any device”.

with the challenge of change manage-

It’s a much more engaging experience

ment. One of the most effective ways

OCTOBER 2018

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CLICK TO WATCH : ‘WORKING IN EXTREME WEATHER CONDITIONS – BROADCAST AUSTRALIA’ 287

of helping people, he says, was to set

tion of mobile device management)

up communities on Yammer – the most

in any location.

popular of these was the ‘modern

He’s also really pleased with the

workstation’ group where people could

introduction of the latest service for cor-

pose any questions they had. This

porate video sharing, Microsoft Stream.

group quickly evolved into a self-ser-

Distributing information via a blog has

vice platform for change management

been augmented by fortnightly videos

as, rather than having to wait for an

and interviews with specialists in the IT

answer from the service desk, their

team to explain current projects.

queries could be directed collabora-

“All this is accessible on their mobile

tively to other sources and resources

devices, their workstation or their home

within the business. It’s a dynamic

PC. Now we are combining video

repository of knowledge accessible

distribution with blog posts and posts

from any device (through the introduc-

in Yammer. Communication needs to w w w.gi ga bi t ma ga z in e. com

B A I C O M M U N I C AT I O N S

come through diverse channels,

One of the first solutions introduced

recognising that people consume

was a data warehouse hosted in Azure.

information in different ways.”

The solution, implemented by Altis,

The Office 365 suite has enabled

provided a way to integrate data from

our modern world at BAI: “Being cloud-

systems of record, as well as data from

based makes it much easier for us

other internal and external API’s using

to enter new geographical markets.”

the Azure Data Factory.

“We now bring together large volumes

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DATA AND INFORMATION MANAGEMENT

of data, from multiple sources, and

The third pillar of transformation is

consume or use in their technology

focused on information management

solutions and business processes.

and Peter Turnbull is sponsoring

When we need additional internal or

this initiative across the Broadcast

external data, we use established

Australia and UK businesses.

pipelines to quickly make this data

“Many of the challenges we (and other organisations) face stem from a data or

make them available to our teams to

available,” says Turnbull.

Altis also helped with the implemen-

an information issue, be it poor quality

tation of a new reporting and analytics

or unknown data or poor practices for

platform using PowerBI. The combina-

governing, exchanging and consuming

tion of the new data warehouse and

information.” This pillar, which is still

PowerBI provided a modern solution

a work in progress, “is the fabric that

to report upon (and share with

joins together our business capabilities

customers through the PowerBI portal)

as it provides a way to build a common

the performance of Digital Television

language we all speak,” says Turnbull.

(DTV) services at all Broadcast

“We have focused our strategy around

Australia tower sites.

the management, integration and availability of structured, unstructured

A CULTURE OF CHANGE

and spatial data (location-based data

The fourth pillar which has been enabled

for the design and run of our sites which

by the first three, is the progressive

includes drawings, maps and photos).”

transformation of business capabilities.

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A S I A - PA C I F I C

“ Now we are combining video distribution with blog posts and posts in Yammer.

Communication needs to come through diverse channels, recognising that people consume information in different ways”

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— Peter Turnbull, CIO, BAI Communications

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B A I C O M M U N I C AT I O N S

Unlike the infrastructure and modern workplace transformation, the transformation of business capabilities is a true cross-functional collaboration. Over the last 3 years, Turnbull has managed the introduction of a group-wide human capital management system (HCM), a health, safety and environment (HSE) system and upgraded the existing asset management solution.

“The introduction of the HSE solution has provided an easier way to capture incidents or near misses which help us improve our HSE capability. Incidents 290

and near misses can be reported straight away by jumping onto your mobile device and registering what has occurred. This provides quicker visibility allowing for fast actions and decisions to be made.”

With the technology foundations now in

“ We are standing up, collaborating on a digital whiteboard and effortlessly bringing people together (inside and outside the organisation). It’s a much more engaging experience (even remotely) when you’re able to collaborate like this”

place, Turnbull in collaboration with the leadership team, are building a roadmap

— Peter Turnbull, CIO, BAI Communications

to transform key business capabilities including service management, site access and portfolio and project management.

There’s always a fifth pillar to IT transformation, and that’s security. BAI, like many companies, use a defence-in-depth approach to security across its administrative, technical and physical environments. In the first half of 2018 the company achieved ISO27001 OCTOBER 2018

A S I A - PA C I F I C

certification: â&#x20AC;&#x153;The certification provides the certificate, however the cultural change and shift in mindset we achieved by going through this process has provided a foundation for the other pillars we have introduced. We have MFA across all our user accounts; encryption and mobile device management on our workstations and devices, we have a SIEM and security solutions monitoring our environment, However, risk-awareness and personal accountability for security on the part of everyone in the business is as important as the barriers we buildâ&#x20AC;?.

In closing, Peter Turnbull reflects â&#x20AC;&#x153;As technologists we need to be able to accept that IT is no longer the only source of technical innovation in the business. We are finding that more and more people have IT skills and unique experiences with technology transformation when they come into the organisation. Our role is to enable them to use their skills and experiences in new and innovative ways to help drive our digital transformation.

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Simpler Banking:

insights into ABKâ&#x20AC;&#x2122;s digital transformation WRIT TEN BY

ANDRE W WOODS PRODUCED BY

CR AIG DANIEL S 292

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A L A H L I BA N K O F K U WA I T

We talk to Al Ahli Bank of Kuwait’s CTO Salem Hussein and CIO Sridhar Kasisomayajula regarding the massive digital transformation at ABK that is revolutionising banking across the region… n May this year, the Al Ahli Bank of Kuwait (ABK) launched its innovative ‘Global View’ offering, allowing customers to manage multiple ABK accounts from across the Middle East through a single log-in point; the first such offering by any bank in Kuwait and in line with ABK’s ‘Simpler Banking Strategy’.

Aligned with its vision of ‘reimagining a simpler bank’, ABK has successfully leveraged the opportunity to revamp its overall technology architecture, including the Core Banking platform, migrating well over 79 different applications into Infosys’ software product, Finacle, and

I

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KDNet35.7mn profit 2017 1967

Year founded

72

Number of branches

w w w. g i g a b i t m a g a z i n e . c o m

DRIVING DISRUPTION WITH EVOLVUS Evolvus Solutions delivers future ready data engineering and payment modernization solutions for the banking and fintech space. Leverage our deep domain expertise to remain ahead of business challenges, regulation changes and technology disruptions.

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leading to a unified enterprise architecture within a 22-month timeframe across two countries and 33 branches.

The digital transformation overseen

by ABK’s Somnath Menon (Group COO), CTO Salem Husain Al Sarraf and Amro Bibi (Head Enterprise Management Office) focused on allowing the bank to grow beyond the restrictions of its legacy system. We spoke to Al Sarraf, along with CIO Sridhar Kasisomayajula regarding the bank’s massive transformation.

“The legacy system was hindering our flexibility and growth was being OCTOBER 2018

stifled as a result,” Kasisomayajula explains. “Our existing legacy system was unable to support any further expansions. Too many applications were taking far too long to get to market. The legacy system simply wasn’t nimble enough. We needed easier integration and had to simplify our architecture to make it easier for products to be launched into the market.”

Rather than stay with existing architectural vendors and upgrade to the latest iteration, the bank decided, based on a diligent analysis and inter-

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CLICK TO WATCH : ‘ABK BEST RETAIL BANK OF THE YEAR FOR THE 3RD YEAR CONSECUTIVE YEAR FROM THE EUROPEAN’

nal review, to opt for an integrated solution that helped consolidate multiple applications into one platform.

After a detailed evaluation of three leading industry players, ABK chose to partner with Infosys and implement the full suite of its Finacle Core Banking platform. This transformation was not restricted to the Core Banking system alone – it also included building the infrastructure for the future with a new Middleware from IBM (IIB) and also the Finacle Operational Data Store (FODS) from Infosys for the purposes of data analysis

and reporting.

ABK went through a rigorous search for prospective partners to help deliver this massive project.

“The usual suspects were considered,” Kasisomayajula explains.

“We did the request for proposal (RFP) processes and saw roughly 10 partners in Core Banking. We had consultants involved until we reached that final choice.”

Al Sarraf interjects: “We used good governance here and did our homework in selecting the partners. It was a very careful selection process.” w w w. g i g a b i t m a g a z i n e . c o m

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A L A H L I BA N K O F K U WA I T

A lasting relationship

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ABK has a deep and meaningful relationship with its many partners. “We have a mutual dependence on them,” Kasisomayajula explains. “Once you implement Core, for the next five years it is like a marriage.

It’s not just a hit and run with partners.

Nobody can do business here unless they are represented by a local partner.”

The most critical – and also the biggest – contributor to the successful program was an active governance forum with strong senior management involvement and active participation from the leadership across all the engaged partners – Infosys, GBM, Cedar, Oracle/ITS, Valuelabs and Quality Kiosk. This also ensured a fair representation across all players, which was the bedrock of the program. Weekly review meetings also meant timely escalation of issues and effective resolution.

“Infosys worked on our Core and Evolvus worked with us on our data migration and warehousing within Core,” says Kasisomayajula. “Then we have IBM and the other hardware guys, so there are lots of partners who continue to work with us in Core banking. Mysys was chosen because of our experience with the existing Core and the functionality equipment.”

The first challenge was the migration of OCTOBER 2018

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“ We had about 140odd applications prior to Core, but we reduced that to around 90” — Sridhar Kasisomayajula, CIO, Al Ahli Bank of Kuwait 299

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A L A H L I BA N K O F K U WA I T

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OCTOBER 2018

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vast amounts of data from the legacy platform to the new one. “It was a real challenge,” says Al Sarraf. “However, it was carried out very nicely. There was zero wipe up and 100% of our balance made the migration.” The program was put through a fairly intense regime: 23 rounds of data migration; 15 rounds of testing; nine rounds of training; and readiness evaluation. The planning paid off, as the final migration was carried out with a 100% reconciled migration of customer and financial data, and a full compliance to the defined exit criteria on testing.

The Core Banking implementation was first trialed by ABK in the UAE, prior to the official rollout in Kuwait. “Lots of banks tried Core here, but all of them have failed with regard to finishing on time or budget, or have abandoned it halfway through, or never even kicked it off,” Kasisomayajula explains.

Next was the rationalisation of the exist-

“ We managed to do it ahead of time. It all went well to be honest, and there was no shutdown of services. Not one day down. All of our channels were 24/7 come the day of migration” — Salem Hussain Al Sarraf, CIO, Al Ahli Bank of Kuwait

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A L A H L I BA N K O F K U WA I T

ing technology architecture to make it much more reliable and dependable.

Now products could get to market faster and were easier to manage as ABK moved from multiple legacy systems into a single platform. “We had about 140odd applications prior to Core, but we reduced that to around 90,” says Kasisomayajula. “We had to introduce new middleware too, in the form of new data warehousing. Our legacy system was always fully depreciated and costly, unlike its replacement. Security infrastructure was also tightened.”

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A business transformed ABK was more than happy with the outcome, which was delivered on time, under budget and with no hiccups. “We managed to do it ahead of time,” Al Sarraf laughs. “It all went well to be honest, and there was no shutdown of services. Not one day down.

All of our channels were 24/7 come the day of migration. They were off and running.”

The positive impact that the technology transformation has had on ABK’s customer base is palpable. The active subscriber count of the internet banking platform doubled within six months of the launch.

A few immediate benefits that customers got to experience, post-rollout, OCTOBER 2018

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“ We used good governance here and did our homework in selecting the partners. It was a very careful selection process” — Salem Hussain Al Sarraf, CIO, Al Ahli Bank of Kuwait

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included faster, easier account opening process; single registration process across channels; cardless cash withdrawals; instant pay P2P services; integration with civil ID readers; cash management; payroll uploads; liquidity management; and trade finance, directly on the corporate internet banking platform.

The successful execution has not only been appreciated by ABK’s management and customers alike, but was also duly recognised by the Asian Banker as being the best Core Banking transformation of the year.

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CUTTING-EDGE WAREHOUSE MANAGEMENT AT BALSHARAF GROUP WRIT TEN BY

L AUR A MULL AN PRODUCED BY

CR AIG DANIEL S

OCTOBER 2018

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BALSHARAF GROUP

Embarking on its latest wave of digital transformation, Chief Information Officer, Sajid Riaz, describes how a new extended warehouse management solution is aiding efficiency and growth for Balsharaf Group’s logistics business

T

oday, the consumer goods industry faces some pressing questions: how to keep track of inventory, how to make warehouse operations

more accurate and cost effective, how to cut down losses due to product expiries, and how to be more efficient with customer deliveries. Warehouse management has proven 306

to be a challenge for many businesses, but Saudi firm Balsharaf Group believes it has found the answer with SAP’s cutting-edge extended warehouse management (EWM) platform for its logistics company, Salasel Al Emdad.

Technological innovation is at the crux of Balsharaf’s strategic vision and this has particularly helped the logistics arm. Chief Information Officer (CIO), Sajid Riaz, sheds light on how, as the cost of workers rises, the group has zeroed in on new technologies to understand and measure employee productivity at new depths.

“Today, Saudi Arabia’s logistics sector heavily depends on expat workers,” he explains. “As they become more expensive to hire, there is a growing need to reduce costs and become more optimised, but how do you do it? It’s not an easy task to become more efficient and productive. You need a technical solution to help you optimise and automate so that you can cut down on manual work and OCTOBER 2018

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Congratulations Salasel Emdad on your successful go-live!

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Thank you for choosing us as your implementation partner. We are proud to have supported you on your SAP EWM journey.

For further information on our services please contact: Westernacher Consulting ME FZ-LLC Rohith Dâ&#x20AC;&#x2122;Souza Building 12, 1st Floor, Dubai Internet City, Dubai, UAE Phone: +971 4 313 2980 www.westernacher-consulting.com

MIDDLE EAST

wasted efforts; you need technical help

the firm to prepare for incoming and

to devise standards for each role, based

outgoing shipments effectively. “With

on past performance data and solutions

EWM, you can design and understand

to measure if employees are delivering

your warehouses with a lot more

as per the standard – and that’s where

accuracy,” Riaz explains. “For example,

EWM has come into the picture.”

you can note exactly how many cartons

In 2012, the company implemented

a forklift operator transports in a period

SAP’s enterprise resource planning

of time.” With this insight, Balsharaf

(ERP) tool to automate all the functions

Group can not only calculate the cost

of core businesses within the group

of storage, but it can also gauge the

but Riaz contends that this latest

manpower required to transport

addition of technology is “taking the

a shipment. This means that if it needs

company’s logistics operations to the

to pick up 90,000 cartons in a day it will

next level”. Processing the movement

know how many forklift operators are

of stock, EWM handles all the internal

needed for the job.

processes of a warehouse, allowing

“It’s a much more scientific approach

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BALSHARAF GROUP

to warehouse management,” Riaz adds. “It’s not relying on a gut feeling. You can plan and predict what’s going to happen in a week or a month’s time. It allows you to effectively see what kind of warehouse space you will have in the future, and what kind of staff will be needed on a certain date based on the extent of work you will have to complete at that time.

All this is possible because the system operates on delivery dates for all outbound and inbound transactions that are entered for present and future tasks.”

The solution significantly helps to plan shipments and at the same time, it also 310

ensures the movement of products based on ‘first expiry first out’ (FEFO), a logistics method whereby products which expire sooner are shipped first for consumption.

A key player in the food and beverage space, Balsharaf Group is aware that food waste is a growing problem in the MENA region. In Saudi Arabia alone, the estimated economic impact of food waste is $13.3bn per year, according to Arabian Business. Riaz believes solutions such as EWM could go some way in tackling the issue.

“Almost all of our third-party logistics (3PL) customers are in the FMCG (fast-moving consumer goods) business,” Riaz notes.

“One of the biggest issues they face is the need to constantly move items based on OCTOBER 2018

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“It’s a much more scientific approach to warehouse management.

It’s not relying on a gut feeling” — Sajid Riaz, Chief Information Officer

what’s expiring first.” This may seem simple in practice, but when faced with a largescale warehouse, it can be difficult to detect where a particular batch of items is located. EWM is beneficial as it can tell users exactly how to arrange the warehouse for storing items based on product expiry and where to pick the products based on FEFO. This cuts down on lost revenues due to expired products. “For many of our 3PL customers, if we combine the losses incurred every year because of expired items, we’re talking about 4-5mn SAR,” Riaz adds. “EWM can drastically cut these losses which gives us a competitive advantage as a 3PL service provider.” w w w. g i g a b i t m a g a z i n e . c o m

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E X E C U T I V E P R OF IL E

Sajid Riaz is a seasoned Management professional with over 20 years of extensive international experience in developing and implementing ROI-sensitive IT solutions to improve efficiency of business operations in FMCG, retail, manufacturing, logistics, and real estate industries. Sajid holds an MBA in IT and is a certified project management professional (PMP). He has delivered multiple success stories in various countries in the Far East and Middle East. Prior to joining Balsharaf Group, he worked for Tatweer (Dubai Holdings) where he delivered solutions for companies like Dubai Industrial City and Global Village, and he also worked at Switz where he was a GM for IT and Projects, managing operations in seven countries.

OCTOBER 2018

MIDDLE EAST

Processing more than 1,000 customer deliveries a day across the Kingdom for all 3PL customers of Salasel Al Emdad, Riaz argues that the solution should ensure customers’ deliveries are accurate in terms of quantity and remaining shelf life, and should happen as per SLA’s agreement with the client.

“With EWM, since the products have been meticulously labelled for storage, you know how much stock you have, where it is kept and when it is expiring,” he says.

“The accuracy of the EWM system is very high and I think this brings in a competitive advantage to you as a 3PL service provider. It certifies you’re selecting the right quantity of products with the right expiry date and that they’re delivered on time with the planning offered by EWM.” EWM has enabled a whole new level of efficiency for Balsharaf, yet this transformation didn’t come easily. One of the biggest challenges the firm faced during the process was w w w. g i g a b i t m a g a z i n e . c o m

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BALSHARAF GROUP

finding the right implementation

“Westernacher has been very patient

partner. There may be many players

with us. They understand what we’re

for SAP ERP implementation in the

trying to achieve as a business and in

region but expertise in solutions like

each and every step they have gone

SAP EWM is rare. “You need to make

the extra mile to support us.”

sure that you are working with the right

This technology wasn’t implemented

implementation partner,” observes Riaz.

effortlessly, says Riaz. Instead, the firm

After thorough research and numerous

worked carefully to guarantee that the

meetings, the company chose the

system was rolled out perfectly the

German firm Westernacher, which

first time around, with the intended

has over 40 years of experience in

benefits, to ensure that their 3PL

implementing warehouse manage-

customers didn’t lose trust in the new

ment systems.

“The best thing that Westernacher 314

did for us is what they call a ‘Warehouse Health Check’ whereby they spent four to five days with us even before we signed a deal for the implementation. They offer an industry expert who visits your warehouse, studies the warehouse’s processes and design, and tells you what problems you currently have. They also tell you how EWM solutions will address these issues.

“This is a very smart move on their part because it allows you to assess their expertise and professionalism before the start of the project. It helps you to develop trust with your future implementation partner,” he adds.

OCTOBER 2018

Ashraf Abdelghaffar, GM Salasil Emdad

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96,500sq.m amount of storage in 15 cities

1955

year founded

20mn+ number of cartons

handled annually for customers 315 system. This ensured that there wouldn’t be any service disruption to the ongoing business while implementing EWM or going live. “We might not have taken the easy and quick way but we’ve taken a more accurate way,” he says.

“We have checked every single item for an expiry date, put a label on it, put that item in a particular location, and recorded this. This has confirmed that every item is in w w w. g i g a b i t m a g a z i n e . c o m

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“ The accuracy of the EWM system is very high and I think this brings in competitive advantage to you as a 3PL service provider.

It certifies you’re selecting the right quantity of products with the right expiry date and that they’re delivered on time with the planning offered

by EWM” — Sajid Riaz, Chief Information Officer

OCTOBER 2018

MIDDLE EAST

the right place, so when we’re live on the new system it should deliver results as promised. This has helped us foster trust and support internally, our customers.”

Embarking on a root-and-branch transformation of its logistics business, Balsharaf understands the importance of having the right people on board to enable change. As a result of this, the firm strives to hire the best expertise in the market, including warehouse managers and forklift operators with past experience in EWM or WMS solutions.

On top of this, the company has also ramped up its training programmes. “We overhauled the entire team to ensure we had the right kind of people on board with the right mindset and experience to run the new system. This makes change management a lot easier,” Riaz says.

“Then we had a very long training and testing period. This culture change ensured the success of the roll-out.”

Boasting over 50 years’ experience in the sector, Balsharaf Group is all too aware of the importance of both continuous improvement and innovation.

Now, with plans to roll out EWM across more of its warehouses, it seems the Saudi firm plans to cement its position for years to come. w w w. g i g a b i t m a g a z i n e . c o m

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