IS DIGITAL NUMBER ONE
JUNE 2017
< THE MAGAZINE FOR DIGITAL OPTIMISTS >
DIGITALIZATION MODEL
The questions every company should be asking itself
ONE DAY IN… TUENTI A mobile operator that has mastered the art of conversation
DIGITALIZATION Iñaki Ereño reveals the key points behind the digitalization of Sanitas
MARÍA FERRERAS
Netflix VP “We are audiovisual beings”
FOCUS
Study of online fashion consumption habits in Spain
From the editor
DIGITALIZATION: IT’S NOT TECHNOLOGY, STUPID
Eight
years ago there were some who began to mention the need to adapt company models (handed down from the pre-digital 20th century) to the new paradigm and digitalize. To be honest, we must have come across as a bunch of enlightened geeks. Today, well into 2017 as we are, digitalization forms part of every company’s strategy. In fact, the expression “digitalization” is now all the rage, so much so that there is a risk of it being taken for granted. It is often confused with having an online presence and has become an integral part of the renewed portfolio of services provided by agencies and consultants. This is all to the good as it is vital that the message of just how important digitalization is for the future of our country is drummed home. Having said this, digitaliization must be approached with the utmost respect. It is far harder to transform than to create, especially when we are talking about companies who have enjoyed a great deal of success and whose senior managers would be incredibly difficult to convince that the model that has brought them thus far will not be valid for the future. We are also convinced that this search for digitaliization does not include miraculous formulas that can simply be exported; there are as many route maps as there are companies. And if that isn’t bad enough, there is no guarantee of success. It may seem a risky process to implement, but not doing so would be suicidal. Because, what is digitalization? The mere act of incorporating new digital systems and hiring programmers? Initially, many top managers fell into this trap, including none other than Jeff Immelt, the architect of the impressive digital transformation of General Electric, who confessed: “I initially thought all it involved was technology…” The term confuses us: we should not be talking about digitalization but rather about “transformation for the digital age”. And although it involves a degree of Do you want to receive the IS DIGITAL magazine? Visit bit.ly/isdigitalrevista and keep abreast of all the innovations in the digital sector.
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Nacho de Pinedo
ISDI Co-founder and CEO technology it is, more than anything, a management challenge. It is all about recovering the competitiveness lost due to the drastic change of context, updating the mindset, organising, guiding, measuring, managing, creating, communicating, producing and marketing in order to adapt ourselves to a new context in which change is the only permanent factor. Confronting this process requires having to define just what digitalization is for each company and each sector and decide how to approach it without forgetting the whys and the wherefores and being absolutely clear that the when is now. The whys are the first aspects to be tackled. Digitalization is neither a corporate objective nor purpose, but rather a means for improving the company’s competitiveness and ensuring its survival. Therefore, digitalization is also an ethical duty for the leaders of the organisations. The wherefore is the new value we are going to provide the market with in this digital environment. It is not a question of providing the same services or products via an online channel. Users must find the new value equation to be better and distinctive, because if we don’t provide it someone else will come along who does. The how is the way in which we are going to implement this transformation while bearing in mind that it has to be done from the digital standpoint, namely top down, and the company’s digital approach, that is the execution of the transformation towards the market and towards the organisation. Finally, the question as to when is self-explanatory. When is now! The future is a moveable feast that arrives sooner or later, but in the end it will most certainly become the present. And that present is digital. And as regards how much this transformation costs, there is only one answer: if you think the cost of the transformation is very high, wait until you see the bill for not doing it.
04
08 TRENDS
STARTUP WORLD
12
16
18
MASTER CLASS
10
DIGITAL TALENT
TECH AREA
A DAY AT…
22
26
30
FOCUS
DIGITAL TRANSFORMATION
32
34
OPTIMISTIC ATTITUDE
AGENDA
INDUSTRY NEWS
EDITED BY: ISDI Depósito Legal: M-3167-2017
IS DIGITAL · 3
MASTER CLASS
“WE ARE AUDIOVISUAL BEINGS” After 10 years with web giant Google, the erstwhile director of YouTube for Southern Europe and the Middle East has joined Netflix as Vice-President of Business Development for EMEA. María Ferreras (Madrid, 1972) is the only Spanish member of the platform’s executive team and one of the most listened to voices within our country’s audiovisual sector.
María Ferreras Vice-President Business Development EMEA for Netflix
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Before she swapped the streets of Madrid for the canals of Amsterdam, which is where Netflix has its European operational headquarters, we invited María Ferreras to the ISDI offices to discuss with her the present and future of the audiovisual market and the woman’s role in technology.
You worked for France Telecom, Jazztel and Lycos before joining YouTube ten years ago. How would you sum up that prodigious decade?
I was lucky enough to be in the right place at the right time. When I joined YouTube it had just been bought out by Google. I consider myself fortunate to have experienced the growth of YouTube and the worldwide impact it had at first hand. Right from the start, back when there was no business model, to what it is today, with its billion users a month. Have you ever been frightened of taking the wrong decision?
Not taking a decision is already a decision in itself. Within environments as dynamic as this one where there are so many variables and you are creating things as you go along, decisions have to be constantly taken. You can’t be afraid of changing your mind. What is your all-time favourite series?
I’m a fan of many of them, but for me “Six Feet Under” was very special. It was groundbreaking for its time. How is television changing what with the arrival of on-demand viewing and smart TV?
There is a dysfunction between what users are watching and what’s happening with the business models. They need to be brought into line. The user has moved because it is easier to consume the content you want where you want and when you want. It’s a natural process, and technology makes it possible. Other formulas are proving to be far more ungainly
where consumption is concerned, but there is a great deal of inertia and the traditional business models continue to work for the time being. Where does the future of the audiovisual format lie?
I believe there are going to be a great many changes; the process is going to become simpler and be divided between live and recorded events. This will result in the entire business dynamic and all the consumption models being affected… for the better. The coexistence between payper-view and advertisement driven models will be a mainstay. On the other hand, metering should be accommodated. In the United States they already have a single interface between the digital world and the world of TV that we don’t have in Spain. It is a fairer way of metering. Are we in the middle of a golden age of audiovisual content creation?
Yes. The amount and variety of content being produced are amazing. There has never before been the possibility of consuming so many things or doing so in such a personalised way. I have a 5-year-old daughter who says: “Can I watch Netflix?” She doesn’t ask if she can watch TV. And the audience, how has it evolved?
Nowadays you have so many more possibilities of choosing what you want to consume, and where you want to do so. The new forms of consumption that
“IT IS MORE IMPORTANT TO DEVELOP SKILLS THAN KNOWLEDGE THROUGHOUT ONE’S ENTIRE LIFE, AND EDUCATION SHOULD ALSO BE FOLLOWING THAT ROUTE” IS DIGITAL · 5
MASTER CLASS come closer to what is natural. We are audiovisual beings when it comes to communicating. In YouTube around 6 years ago all the contracts were amended to make the content available in all formats for all devices. What we now see as being a thing of the past was quite disruptive at the time. One of those minor revolutions that went unnoticed.
“I BELIEVE IN GROWTH FROM A POSITION OF STRENGTH, NOT FROM WEAKNESSES”
And how do you see it continuing to change in the future?
We have gone from having very few distributors to a far more representative number, and not only in Spain. This development will be designed to help users to be aware of what is available and to choose what they want to consume. How can audiovisual content contribute towards the success of a business?
It is fundamental. In the past it was expensive to produce; now it is more accessible and it makes it possible for you to connect with your end user. You were voted as being one of the 25 best managers to have worked for Google…
You are chosen by your own colleagues. It was one of the most emotive moments of my career with Google. … and are the cofounder of the Spanish version of Women@ Google. What does this initiative consist of?
It is a global initiative that provides references for women in the world of technology. The version for Spain was cofounded together with a colleague. In spite of the name it was inclusive and all the men in the office were invited. We shared experiences, organised debates and held meetings with women whose profiles are associated with leadership and different to those we are constantly presented with. The purpose was to 6 · IS DIGITAL
recognise what there is to help look for changes. An unforgettable moment at Women@Google?
One of the people to have impressed me most was the researcher María Blasco, the director of the Spanish National Cancer Research Centre. She was very generous in sharing her experience. She overcame many obstacles to be appointed despite having a spectacular CV, and if she had been a man nobody would have questioned her. What role are women playing today in technology?
There are two interesting facets to this question. The access of women to technology and to relevant positions. Not long ago a male colleague with a 17-yearold daughter whose high level in mathematics and physics could make her a natural choice to go into engineering told us that she had many doubts because none of her friends was going down that path. Everybody is under the obligation to make technological degrees attractive to women and to send out the message that working in technology is not a social death sentence: I myself have two children, I’m married and I have not renounced either my femininity or my social life. On the other hand, there
are many women working in technology, but where positions of greater responsibility are concerned the number falls significantly. There is much work to be done to make people aware of the contribution women can make without having to behave like pseudo men. I don’t believe there is a different leadership style between men and women, but I do think everybody has to accept his or her own personal way of managing. What obstacles still have to be overcome?
I don’t believe they are obstacles. It is more subtle than that, which makes it more difficult. We have to forge new paths and be transparent when it comes to relating details of our professional past. In my case I was never aware of the existence of a ceiling. I rose through the ranks very fast and became a director at Orange before I was 30. And suddenly, after that, it seemed as though everything had come to a grinding halt. There came a moment in my career, following my second pregnancy, that I realised I had to be more proactive, to put myself forward instead of waiting to be chosen, to seek out allies... It was a cathartic experience and I would have appreciated it if someone had told me about it before it happened.
The history of technology is littered with female figures who are often forgotten, such as Ada Lovelace or Hedy Lamarr. Do you have a particular heroine?
Mine is more recent: Sheryl Sandberg, the chief operating officer of Facebook. Her book “Lean In” highlights the need of being aware of what is going on. Often talking about these things is associated with being a feminazi, an extremely negative term that in no way reflects reality.
fascinated by mathematics. But the truth is that when I was born there was no internet [laughs] and when I studied “telecoms” I had no idea what I was going to do. During my degree I realised I was more interested in what things were for than how they worked. I immediately switched to marketing, product and content, but with a technological background that has helped me to be the bridge between the developers and the sales team. Do you like learning new things?
And what about a project headed up by women in the new economy?
There are many projects. But ones lead by women, far fewer. I have a great deal of admiration for Beatriz González of the Spanish venture capital fund Seaya. Financing plays a key role in ensuring technological projects work. She is a heroine away from the limelight. You have a degree in Telecommunication Engineering from the Universidad Politécnica de Madrid and followed that up with postgraduate studies in marketing at the ESIC Business & Marketing School. When did this interest become apparent?
I’ve always liked technology. Ever since I was small and played with little machines. I was also
I love it. Curiosity is essential and I try to instil it in my teams. One has to be non-conformist and be constantly asking oneself questions. I believe it is more important to develop skills than knowledge throughout one’s entire life, and I think education should also be following that route. One of the things I have learned recently is that sometimes it is important to have the information, but it is not always important to use it. Would you say this personal philosophy has helped you in a model as dynamic as that defined by the new technologies?
Without doubt. Being curious is good for everybody because it opens doors and your mind, and as a professional it is a must.
What responsibility does each one of us have when it comes to breaking new ground and growing both professionally and personally?
Not taking decisions means that things happen around you and you find yourself falling behind. This is not to say that everybody has to be constantly stressed out. Learning is a process of personal enrichment that involves adding things and each of us has to know where their spaces are. I believe in growth from a position of strength, not from weaknesses. You have to begin to reduce those things that sap your energy and add things that energise you. This process is mega important to find the pace of life that best suits you no matter what it is you do. What are the aspects of your life that provide María Ferreras with the energy she needs to grow?
I’m quite energetic. I love good conversation and I am always looking to create opportunities to get to know people who can provide me with it. One of my mentors once told me something I have used throughout my entire life: Always try to move towards where you want to go and don’t run away from what you don’t like. It’ll probably take you more than one step to get there, but you will be closer to your objective.
“BEING CURIOUS IS GOOD FOR EVERYBODY BECAUSE IT OPENS DOORS AND YOUR MIND, AND AS A PROFESSIONAL IT IS A MUST”
IS DIGITAL · 7
TRENDS
According to the “Internet Health Report” published by the Mozilla Foundation 6 out of every 10 people in the world do not have access to the internet. Electronic wallets
The experts assured us that 2017 will see the consolidation of the virtual wallet sector in which banking institutions, telephony manufacturers, internet giants, credit card multinationals and financial technology (‘fintech’) companies are all vying for dominance. According to the Spanish business and finance newspaper Cinco Días, the consultancy firm Gartner is predicting that this year mobile phone payments will represent 69% of the total and PwC estimates they will reach 136 billion euros in 2019 compared with the mere 50 billon registered in 2014.
Inbound Recruiting: love at first sight This is one of the most in vogue recruitment methodologies being used by the human resources sector. Candidate focused, the nuts and bolts of inbound recruiting involve attracting traffic towards the job offer in question by making appropriate use of employer branding, situations vacant pages and social networks; transforming these visits into candidates; using technology to make the hiring process quick and simple; and encouraging the candidates to fall in love throughout the entire process.
The rise of the “50-plus consumers” They are the object of desire of the brands. Consumers aged over 50 with stable incomes who are both willing and able to spend on their wellbeing and unexpectedly adept at handling the networks have earned a new label for themselves: that of “50-plus consumers”. According to statements made by the consultancy firm Nielsen to the Spanish newspaper El Mundo, three out of every five consumers aged between 54 and 65 are often online, and one out of every three homes in which the main householders are aged 50 and over has visited a supermarket website in the last month, 36% of them with the intention to buy and “most of them are on the lookout for special offers”. 8 · IS DIGITAL
Robotics to help you get well better Healthcare and rehabilitation robotics is one of the fastest growing and most researched fields. Some of these advances were on show at Global Robot Expo recently held in Madrid. These included the innovations in exoskeletons which, by using bioelectrical signals, help patients to walk again following serious injury to the nervous system. Some of these innovations were presented by Gogoa Mobility Robots, Europe’s leading exoskeleton manufacturer, which came about as a spin-off of the Cajal Institute (Spanish National Research Council - CSIC) in collaboration with the National Paraplegic Hospital of Toledo.
Smart cities: future challenges The White Paper on Smart Cities, published by Telefónica, defines the smart city concept as “that city which uses technology to provide urban services more efficiently and improve the quality of life of its inhabitants”. According to this publication two phenomena come together to create smart cities: the town planning process and the digital revolution. Santander, Barcelona, Málaga, Rivas-Vaciamadrid, Valencia and Madrid have already implemented initiatives along these lines, although the report stresses that the greatest challenge is “switching to a horizontal managerial outlook that encourages synergies between services and the participation of all the city’s players to create what will be called the ecosystem”.
© Global Robot Expo
Content marketing: trends for 2017 If we had to highlight only five, these are the main strategies that will dominate content marketing this year. 1. Video continues being king 2. Most traffic in mobile formats 3. Increased investment in content 4. Content in episode form 5. Generated by artificial intelligence
• In 2020 60% of the population will be urban • There will be 50 billion connected devices
What is Social VR? Virtual reality social networks Any examples? High Fidelity, MyVR, vTime, GoMetaVR, AltSpace VR, Janus VR, Sansar, Rooms... What awaits us in 2017? In October Facebook, the owner of Oculus, presented a demo of “Facebook VR”, classified by the “immediate”, “mass” and “short-term” specialised portals. IS DIGITAL · 9
STARTUP WORLD
TRIP4REAL
THE STARTUP WITH THE HAPPY ENDING A few months ago Airbnb made its first purchase in Spain when it acquired Trip4real and transformed this Barcelona-based startup into the success story that every entrepreneur dreams of.
Gloria Molins travelled the seven continents and worked for companies such as Hilton, HP and Google before leaving everything behind to satisfy a dual curiosity: “start her own business and travel without time limits”. The contents of her luggage included the idea of creating Trip4real, a platform that connects tourists with local people who introduce them to the true essence of the places they visit, namely the manifestation of her conviction that “travelling is not a matter of places, but of people”. She mulled this project over while undertaking a solo seven10 · IS DIGITAL
month round-the-world trip. During this time Gloria not only thought, she also acted: she drew up her business plan, she tested it, “sketched out” her website, contracted servers… Then she landed up back in Barcelona, her home city. “It was a very brusque personal change. I started a new life”, says Gloria, who had turned her back on a high salary and returned to Barcelona after seven years to follow up a business idea in which she had “a lot of faith”. After having received initial recognition as the best startup,
Gloria set about forming the founding team, which consisted of four people who had accompanied her throughout this adventure, and creating an ecosystem together with investors and advisors who, in her opinion, played one of the key roles in the project. The website finally went live in February 2013. Investors, an accolade
There were many more accolades, both modest and colossal. “We knew how to enjoy and celebrate every step”, states Gloria, who sees the setting of targets that are simply
too ambitious and then feeling frustrated at not achieving them as a mistake when establishing a new business. She, on the other hand, prefers taking small steps. After sinking all of her savings into Trip4real and being granted a loan by Enisa (the National Innovation Company) the investors, who she see as being “accolades in their own right” began to emerge: Ferrán Adriá –“was like a miracle”, says Gloria−, top advertising creatives Toni Segarra and Luis Cuesta – they are “incredible people” −, Kibo Ventures –in Molins’ opinion, “the number one investment fund in Spain” – and “la Caixa”. “If you want to set up a long-term project, you need investors”, affirms Gloria Molins,
“EVERYTHING HAPPENS FOR A REASON. IT’S THE SENTENCE I HAVE STUCK ON MY FRIDGE DOOR”
who recognises that “not all that glitters is gold” and that sometimes everything appears better than it actually is from the outside. However, Gloria kept her feet firmly on the ground and, in her words, “if I see that something isn’t working, I am not going to ask for more loans just for the sake of it”. “Be honest with yourself and humble with everybody else”, she advises. Looking back, she sees it as “having been a marathon, not a sprint, with some more difficult moments and other great times”, but ends by saying “she really enjoyed the ride”. Trip4real became a thing of the past with the buyout by Airbnb in September 2016, but almost the entire team has gone on to form part of its new owner company. “It was a very magical closure. The best possible ending. The most incredible aspect of it all is that I have been able to keep fighting for my dream, but now as part of the best company working today in the travel sector, a
fantastic organisation”. The whole experience was intense to say the least: “I set the buyout process in motion when I was seven months pregnant. I signed the sale off when Valentina [her daughter] was six days old. I have felt very well looked after and have been able to enjoy a maternity leave that would never have been possible if I had still been my own boss”. And so Gloria is entering a new phase of her life developing experiences under the new umbrella of Airbnb, which now not only offers travellers the chance to stay in somebody’s home, but also experiences alongside local people, “immersions with someone who shares their life with you”. In her own words, it’s her “dream job”, “working for company that respects you 100%” and of which she is a great fan. So much so that as long ago as 2010 she wrote an e-mail to its founder Brian Chesky to tell him that if he ever decided to bring his business to Spain he should bear her in mind. And the rest is history.
MIBer: BETTER IN COMPANY The founder of Trip4real studied tourism at the Universidad Autónoma de Barcelona, Publicity at the Open University of Catalunya (UOC) and a master at the ESIC Business & Marketing School. She was right in the middle of launching her platform when she gained her MIB from the ISDI. For her, who developed her business idea on her own, it represented an encounter with people in the same situation: “Both my colleagues and the lecturers, and especially Nacho de Pinedo, helped me a lot”, she remembers.
IS DIGITAL · 11
DIGITAL TALENT
DIGITALIZATION MODEL Only those organisations who listen to the market and to society, adapt quickly to this new environment and have teams of people who understand the rules of the game will survive. How can this be achieved? ISDI answers the key questions about digitalization that every company should be asking itself.
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WHY DIGITALIZE? The market has undergone a profound and definitive change: the internet, a global and disintermediated market served by disruptive businesses and new ways of communicating with customers, all of which determine the goal of every corporate project. There is no longer a comfort zone for any companyâ&#x20AC;Ś digitalization is a necessity, but also an opportunity.
WHAT DOES DIGITALIZATION INVOLVE? The change cannot be limited to applying a coat of digital varnish to processes, developing sales channels, launching products or services, generating community or modifying customer communications. It involves a complete overhaul of the organisational model and the corporate culture.
WHERE DO I BEGIN? Starting with the premise that every organisation is unique and has to find a customised solution, ISDI has developed a model for transforming the company aimed at ensuring it provides value to (and survives within) the new digital environment. This guideline proposes three steps −vision, business and guidance, not only to talent, but also to the market−, although these aspects are interdependent, and the balance and coherence between them should be maintained to allow the change process to develop successfully.
VISION
Before getting down to work there is a lot of prior thinking to be done. This entails identifying what opportunities arise for the business and reflecting these in an action plan. This is done by asking yourself three questions: How are you affected by digitalization and what opportunities does it offer you? Thought must be given to the way in which the web has penetrated the entire value chain of your business and to the processes that must be taken into account in this analysis without forgetting to consider your competitors and the consumers. How is your company organised? It is no use assimilating trends that you see as being external. Instead, an in-depth internal transformation must be undertaken. And to do so you must analyse whether your company’s structure −culture, processes, hierarchy, organisational chart…− increases or limits your possibilities in the digital market. What are the people who work for it like? Ask yourself whether the people working for you are a help or a hindrance to the digitalization process. This must be driven and supported by senior management and accompanied by an identification of the posts that are going to bring about the change of model and culture. Draw up a functional organisational chart linked to the new objectives and accompany it with the digital talent that will bring you success.
BUSINESS
The analysis must specify the objectives and the strategy to be implemented. Once the business plan has been drawn up, we shall have to execute it and bring it into being. There are no exact formulas as each plan will have spotted the opportunity in a different place.
FOCUSING ON TALENT AND ON THE MARKET Parallel to the development of the business model and at the same time integrated therewith, we shall have to take the steps that lead us towards making the new corporate culture a reality while bearing both the market and our in-house talent in mind. IS DIGITAL · 13
DIGITAL TALENT
WHAT IS HAPPENING WITH THE MARKET? Repeat this mantra: “the consumer has to be at the centre of the entire process”. And this implies, in terms of the above: • Determining which user experience you want to offer. • Aligning the distribution channels and the supply chain strategy with this objective. • Maintaining an appropriate omnichannel policy in order to achieve brand consistency and coherence because the user does not relate with the brand via one, but by way of several different channels.
AND WHAT DO I DO WITH THE TALENT I HAVE WORKING FOR ME? The new organisational chart is compiled based on the prior analysis of the existing talent model once an in-depth knowledge of the digital business has been acquired. Those professionals who are going to head up this transformation shall have to be placed in the key positions so that they are able to drive it forward from within. This challenge shall, above all, be met by the human resources department and can, in turn, be tackled in various phases: 1. Attraction: the company must have an employer branding strategy that includes a value proposition for future employees, but more than anything else it must have a good organisational culture that
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generates a positive image and reputation both within and outside the company. 2. Training and development: the “sleeping talent” must be identified within the existing team, namely those professionals who know the brand well and have not worked under a digitalized system but have the skills to do so and only require training to become the best driving force behind the change. A person with digital talent is somebody who is not frightened by changing environments, who knows how to motivate and to share that motivation with the team around them, who is prepared to change the mentality of the company for which they work and to create work models.
3. Recruitment: The organisation needs to incorporate those profiles it lacks, meaning that it has to implement a recruitment process. The new knowledge areas are directly related with the internet activity, but every phase of the cycle has its own specialists; ISDI has a map of the new digital professions and there follows an explanation of how to better recognise the candidates. 4. Organisational culture: It is not enough to have the best; the organisation’s internal management and leadership model must be rethought with the processes, systems and managerial style being put under the microscope.
HOW DO I ASSESS THE CANDIDATES? Bearing in mind that every company is different and presents different challenges, ISDI has developed a model called KATA based on an assessment that helps to better recognise those professionals who are going to drive the metamorphosis of the organisation forward. The company must take it as a starting point and adapt it to its specific idiosyncrasy. KATA stands for the first letters of the words Knowledge, Attitudes, Tools and Action: • Knowledge: their degree of knowledge in terms of the area and the position they are going to fill in the company. Some of the most important are: digital marketing, strategy, technology, design & user experience, content strategy, social media, digital advertising, search engines (SEO, SEM), e-commerce, metrics, mobile. • Attitude: the attitudes that make up their psychological rather than formal profile and are crucial for assessing their capacity to adapt to the digital environment. Resorting
to the English terms habitually used, the most important are lifelong learning, simulation, performance, play, data driven judgement, appropriation, distributed cognition, collective intelligence, transmedia navigation, networking, visualization and negotiation. • Tools: this includes the handling of the tools that are key in their position. These are some of the most important, but all of those required to meet each specific digital challenge will be necessary: HTML 5, Salesforce, Zanox, Prestashop, Magento, Socialmention, Ubbersuggest, Semrush, Google AdWords, Google Analytics, Facebook, Twitter, LinkedIn, Instagram, Hootsuite, Social bakers, comScore, Mastertag, Nielsen, Alexa and Mediamind. • Action: this brings us back to the personal aspect and the way in which professionals put their capabilities into practice.
WHAT ARE THE CAPABILITIES OF A DIGITALLY COMPETENT PROFESSIONAL? Search & Integrate Finding and organising the information required for each project. Analysing the information and content with a critical eye to discern if it has value. Integrating the contributions of the entire team while making the most of their diversity. Generating a global opinion and vision and intuitively planning the next steps. Problem challenging Creating based on the preexisting content and bestowing it with additional value. Developing permanent learning techniques. Using open innovation processes via divergence and convergence processes. Promoting co-creation and collective intelligence.
Collaborate & Circulate Generating conversations in the different digital channels by sharing content. Generating image and reputation, by maintaining coherence within the different channels and encouraging active participation. Promoting community, by way of having expert knowledge of the relevant techniques and tools. Influencing the communities because the content provided is cutting edge, valuable, attractive and capable of generating trends. Influence & Engage As an employee, masters digital knowledge, skills, attitudes and tools and uses them on a daily basis both personally and professionally. As part of the team, they are “key performers”: they have an overall vision of the digital project with respect to how it
relates to their sphere of action, they motivate those around them, share their knowledge, take decisions and oversee the team to achieve objectives on time and in the agreed manner. As part of the organisation, designing and heading up the digitalization strategy, and are the lever that drives the organisation forward both globally and transversally by pushing it from the bottom up. As part of the community, they are in possession of a digital vision of the business and a talent-based focus, which they see as the organisation’s most important asset; they generate an attraction towards the project by managing to involve those around them, and they empower their collaborators by giving them freedom of action to generate a community that concentrates its efforts on a single objective. IS DIGITAL · 15
TECH AREA
Chatbots: the hype of the virtual assistants Do you need to reserve a restaurant table? Why not do so using a virtual assistant which, in addition to taking your orders via a chat, connects you to other services to turn your wishes into reality. Chatbots, the term used to identify the artificial intelligence software designed for holding conversations by way of language processing, generally via instant messaging systems, are becoming increasingly more important.
for organisations within the new economic environment. What is more, it opens the door to the generation of new sources of income by way of subscriptions or commissions inserted into sales processes.
Companies see this technology as an alternative to customer care; it is one of the key levers
The growing interest in chatbots corresponds with the penetration of smartphones and the ever
Microsoft, Slack and Facebook are among the companies that are supplying companies with the development of their own bots, mainly by way of APIs (Application Programming Interfaces).
95 billion dollars in 2021
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increasing number of converts to instant messaging systems such as Whatsapp which, according to Statista, in January passed the 1.2 billion user mark. Venturebeat.com reports that Gartner estimates that by 2020 more than 85% of customer relations will be managed using these automated systems. However, challenges still exist; experts are drawing attention to cybersecurity and the importance of determining in which phase of the business cycle the bots can make a meaningful contribution towards a better customer experience.
This is the potential for the â&#x20AC;&#x2DC;Smarthomeâ&#x20AC;&#x2122; market being predicted by the consultancy firm Juniper Research. According to Forbes, which quotes a study undertaken by the firm Argus Insights, the battle for this market is being headed up by Amazon and its Amazon Echo device.
60% of banks are planning to ally themselves with fintech companies
Half of the banks’ client base is now making use of these digital solutions and according to data published in the World Fintech Report compiled by the firm Capgemini and LinkedIn the startups engendered by this type of financial services have increased fourfold in Spain.
Mission connected car What do we mean when we talk about the car of the future? Currently, work is being carried out in two areas: connected cars and autonomous cars. While the former refers to a vehicle that enables both inter-vehicle and vehicle-infrastructure communication, the latter goes one step further, even going as far as doing away with the driver. Spaniard Javier Gonzálvez, chairman of international scientific organisation IEEE Vehicular Technology Society recently came out in defence of the connected concept when he was quoted by Spanish newspaper El Mundo as saying “The autonomous or driverless car must also be connected”, before going on to state “if you are a machine that takes decisions, the better your perception of your surroundings, the better the decisions you will take”.
Speaking on behalf of the research group he leads at the Universidad de Elche, Uwicore, this scientist discusses the challenges facing the industry, such as the importance getting the manufacturers to agree when it comes to defining standards that enable the cars “to understand each other”, cybersecurity, or choosing the type of communications to use for the connected car, a debate in which Gonzálvez comes down on the side of a combination of cellular technology and ITSG5 (also called IEEE 802.11P), which is similar to Wi-Fi. The reward for finding solutions to these problems is truly mouthwatering. According to a study carried out by the consultancy firm KPMG and quoted by Ticbeat. com, 85% of senior managers working in the sector believe that in the future the digital ecosystem will generate more revenue than the car sales themselves.
Drones in humanitarian action
Drones “can significantly help towards improving the quality and effectiveness of the aid provided” during humanitarian crises. This is one of the main conclusions of a study published by the Swiss Foundation for Mine Action (FSD) after having evaluated, among others, the inappropriate uses to which they might be put in these cases. Among the most highly valued applications are the mapping of settlements, damage assessment, identifying survivors and the provision of information in real time.
67% of professionals believe drones have great potential for reinforcing the humanitarian action process, 70% think the organisations need more experience with this technology and 86% consider clearer guideline are required regarding their use.
IS DIGITAL · 17
A DAY AT…
Social networks and messages are all very well, but there are days when all you want to do is have a good chat. The people at Tuenti, seen by many as conjurors who, based on talent and innovation, have succeeded in reinventing themselves as one of the most cutting-edge companies in the mobile operator ecosystem, know a lot about the magic of conversation.
A DAY AT… TUENTI In 2013
the mobile operator Tuenti moved its headquarters from Las Cortes Square and Alcalá Street to the building occupied by Telefónica, its parent company, in Madrid’s Gran Vía. It is an imposing edifice that welcomes us with marble surfaces and an electronic information board showing where the lifts are, all very 90s. Will Tuenti’s offices be equally solemn or will it have retained the essence of its early days as a startup shortly after being founded by Californian Zaryn Dentzel as a social network? All our doubts result unfounded on reaching the sixth floor. Looking past reception what meets our eye are open spaces, glass partition walls covered with notes and memos and people everywhere chatting about their projects. Innovation 18 · IS DIGITAL
oozes from every pore… as does youthfulness, because the average age of the around 130 people who work here is 30. Ninety percent of the workforce has technical backgrounds, although other profiles do exist in smaller teams, such as marketing. Alina’s warm smile welcomes us –“she is a darling, like a mum to all who work here”, we are later told− and she ushers us towards “the Fuencarral area”. The office provides 360-degree views over the most central part of the city and colleagues find each other using the name of the street overlooked by their windows. We stand there open-mouthed before being shaken out of our collective stupor by Paul Iliffe, Assistant Product and Design Officer, who taps in to our surprise: “The views are incredible. You realise that Madrid, as well as being a metropolis, is also a village. We can see the mountains, a whole range of them. They are much appreciated as they help refresh the mind”. Creative model
Our host and guide joined Tuenti in 2011 after a stint as European product manager with Yahoo! and working in the Lycos product team for five years. He is a member of the senior management team and, despite this, there he is, seated shoulder to shoulder together with other employees. Here there are no individual offices, not even for CEO Sebastián Muriel. “All we need is a laptop and somewhere to sit”. And they do this in accordance with the project they happen to be developing at any given time so as to ensure both team work and inter-area collaboration never stop flowing: “we like talking about how each of us sees the product we’re working on. Our daily work consists of talking a lot among ourselves”. And the
TUENTI IN FIGURES IT IS PRESENT IN
SPAIN, ARGENTINA, ECUADOR AND PERU
800,000
IT HAS APPROXIMATELY
CUSTOMERS IN TOTAL
THE PLAN FOR 2017 IS
TO OPEN UP NEW MARKETS
‘downside’ of this way of working? “Perhaps there are times when over excitement gets in the way of work. Something that is very popular around here is playing with Nerf guns, you know, that fire the foam balls and, before you know it, it’s a full blown battle. I guess it gives the company its youthful edge”, he acknowledges with a grin. Paul has been working with the internet since the year 2000 and he assures us that this has been the company where he has seen more flexibility and close team involvement: “everybody is very involved in the decision making process. Every last one of us has a positive opinion”. How is this achieved? “We look for creativity. Senior management sets a series of objectives and the teams develop those projects they believe will have the greatest impact on the vision they have been presented with. They have the power when it comes to deciding which products have to be developed”. The figures also show whether the model works. Tuenti is currently present in four countries −Spain, Argentina, Ecuador and Peru− and has around 800,000 customers in total. “Our plan is to open new markets this year, but I can’t tell you what they are”, the executive tells us. IS DIGITAL · 19
A DAY AT…
TUENTI’S MOTTO IS “WORK HARD, PARTY HARD”. THIS RECREATIONAL SPIRIT IS REFLECTED IN THE BUSINESS Although we can’t get any more out of him, it is obvious that the transparent space we find ourselves in reflects a transparent organisation: “we are all on the same level, from first to last. There is not as much hierarchy as in more traditional companies. Anybody can talk with the CEO”, explains Iliffe. But nobody should be under any illusions. Here the pace of work is intense. In the executive’s own words, “you’ve been at Tuenti for 6 months and it seems you’ve been working for a year and a half. It’s one of the things that has enabled us to reinvent ourselves”. Therefore, for those occasions on which the open space is not sufficiently conducive to concentration there are the meeting rooms christened with the names of those celebrities the team finds inspirational, some of whom are related with the technology industry. Although a great deal of discrepancy exists regarding the most inspirational, we come to the conclusion that the design and product people are more in favour of the Steve Jobs room while the technology purists lean more towards the rooms named
20 · IS DIGITAL
after Linus Torvalds [the creator of Linux] or Nikola Tesla. Craziness in the kitchen
Today the office is not excessively busy. At Tuenti there is a solid policy of reconciliation, not only for parents, but for any employee. They can work from home on certain days or come and go when they please. “It doesn’t concern us too much where you work or how much you work as long as you meet the expectations of the product being prepared for launch”, explains Paul. Having said this, at around one o’clock we begin to notice a certain degree of movement among the troops. Although Tuenti provides its employees with free food throughout the entire day (sandwiches, fruit, soft drinks, coffee, etc.), this is when the body calls out for something more substantial. We hear the question “Who’s coming?”ring out at different points around the office. Given that people often swap teams, lunch turns into an opportunity to get to know each other. Everybody knows everyone else’s name. A few of the names we learned were those of Kini, Fina and Jakub.
At only 22, Jakub is one of the latest to join the company, which gave him a job after he won the Tuenti Challenge 6 competition. Paul sings his praises, calling him “A great discovery”. He tells us that, in addition, he is a youtuber and he likes posting game reviews. For their part, Kini and Fina are the sweet tooth kings. When they bring cakes to work and send out photos via the office chat, races have been known to break out in the corridors to avoid being left without a slice.
HERE THERE ARE NO INDIVIDUAL OFFICES, NOT EVEN FOR THE CEO
The good working atmosphere is greatly helped by the office kitchen. It’s enormous, with shared tables to encourage people to mix and not be allowed to sit alone and a hot and cold buffet area. This multipurpose area is also used for meetings and presentations, and is directly connected with the games and leisure space. The fact is that the people prefer to eat quickly so as to be able to play a videogame or a table football match. With respect to the latter, Tuenti even has an official league complete with first, second and third divisions. This place exudes class.
spirit is reflected in the business. Every quarter the teams have two full days, a Thursday and Friday, to develop the tech project or product of their choice. The winners of the contest, called Hack Me Up, are chosen via the votes of their own colleagues and, if the idea toes the company line, it may even be launched with real users.
It is strange that there is time for play at this company, but it must be remembered that the corporate motto here is “work hard, party hard”. This recreational
The workforce continues leaving the office. “There is always something going on, somebody’s birthday. We all get together downstairs in the bars of Valverde Street”, says Paul Iliffe. This is something we have to see for ourselves. After the intense day we’ve spent with them we follow them down to their favourite, La Chula. May the art of conversation never die.
IS DIGITAL · 21
FOCUS
Study into online fashion consumption habits in Spain The digital fashion sector enjoys a significant level of maturity in Spain where the different channels coexist and interact seamlessly. These are two of the main conclusions of the FashionISDIgital study carried out by Ipsos for ISDI, which puts the consumer habits of Spanish fashion buyers, who play such a key role in the digital development of our economy, under the spotlight.
FASHION: THE STAR SECTOR OF SPANISH ECOMMERCE WHO’S BUYING?
1 Travel/Tourism 2nd Air travel rd 3 Fashion >> 5.6% of all sales made online st
30% 22 · IS DIGITAL
YEARON-YEAR GROWTH
36
YEARS OLD Average age Similar in on and off channels
11%
are “heavy digital buyers”
BY GENDER
Men spend 40.2% more than women on online fashion
More of them register on fashion websites and they make more use of the apps
AVERAGE MONTHLY SPEND
50€ in an online store
1/3 are habitual (one purchase every 1 or 2 months)
7,4
40%
purchases a year on average
of online buyers usually buy when it’s time for them to renew their wardrobe IS DIGITAL · 23
FOCUS
IMPULSIVE PURCHASE… 1/3 consumers succumb to the temptation 25% increase of the final ticket
BEHAVIOURAL PATTERNS AND MOTIVATIONS
MEN
• They only put what they are going to buy in the shopping trolley • They are basically looking for the best price • They appreciate customisation
24 · IS DIGITAL
WOMEN
• They prefer the convenience of not going to the shop • The fill their trolleys with products before making their selection • They end up by adjusting their outlay more
CHANNELS
ON>25% OFF>75% They coexist and complement each other
“ROPO effect”: 30% lose weight
CHALLENGES 58%
refuse to acquire one or more categories of article online
45%
refuse to buy if delivery is not free for purchases in excess of €25
66%
avoid stores that do not provide their favourite payment method
59%
WHEN
regret making a purchase less than 50% return the product
25%
would like to be able to postpone payments AFTERNOON/ NIGHT TIME
FROM HOME
FROM THEIR COMPUTER… Although the mobile phone (11%) has now overtaken the tablet as the purchase device of choice IS DIGITAL · 25
DIGITAL TRANSFORMATION
“TRAINING IS A FUNDAMENTAL ELEMENT FOR CHANGE” There are companies that say they are digital, but do nothing, and other that change first and talk about it later. In the second category is Sanitas, the exponential development of which has been headed up by its CEO, Iñaki Ereño, who represents like nobody else the importance of transforming oneself in order to transform an organisation. Javier Rodríguez Zapatero, Executive Chairman of ISDI, pays him a visit to exchange impressions and concerns regarding the trail he has blazed.
26 · IS DIGITAL
Javier Rodríguez Zapatero (JRZ): 2016 was a great year for Sanitas. The group earned almost 2 billion, 6.3% more than the previous year. To what extent has digitalization affected these good results?
made up of people who have worked for it for many years, who see digitalization as the excuse for redesigning themselves. It gives them a “project”.
Iñaki Ereño (IE): Although the digitalization process never ends, 2016 saw us conclude the first phase, meaning that the relationship between Sanitas and its clients is now 100% digitalized. It was a year of a great deal of hard work, of many innovations, of the consolidation of Blua… You are asking me how much this has to do with the results, and I my answer would be not too much yet, but it has changed company culture. I’ve been here for 12 years and I have never before seen the level of enthusiasm that digitalization has engendered.
JRZ: Do you think the transformation is affecting them as individuals?
JRZ: Why do you think this is so?
JRZ: To what extent did you have to redesign yourself as CEO of the company in order to head up the process?
IE: The younger people feel that Sanitas increasingly wants to resemble what they would like it to be like. Then there is a very large part of the organisation,
IE: I find it amusing when I am asked, how many millennials do you have at Sanitas? I prefer not to count them, because ever since it was founded, Sanitas has been able to systematically redesign itself. Our trump card has been to explain, both clearly and concisely, just what digitalization is. This made them realise that they form part of the project. That it goes beyond a technological transformation and that it is a change in the way we look after our customers
IE: It also gave me a project. I implemented my personal
internet assimilation project in 1999. I have believed in it and now it is beginning to be possible. I see myself as having more energy than 3 or 4 years ago, and I’m delighted. JRZ: I have been a Sanitas customer for a long time. I have started using Blua and I feel like a digital customer who can now request an appointment online from my mobile phone, undergo a medical consultation by videoconference in different specialities… What image do you have of your digital customer of the future?
IE: We are in the middle of the internal launch of the major project set to finish at the end of 2018. Three years ago we engaged in an internal investigation and discovered that in 70% of medical consultations the doctor does not touch the patient. It was then when we asked ourselves, why not resolve that 70% by way of telemedicine? Two years later and Sanitas is carrying out 25% of its medical consultations in a digitalized environment via voice and chat. JRZ: What else can happen?
IE: The other day we celebrated the onset of our datalake project, which is our debut in the field of Big Data. We have 6 initiatives that are beginning to bear fruit. For example, we are monitoring the activity of the casualty and emergency doors of our hospitals, and we are seeing that the deviation between what we had foreseen using the predictive models and reality was less than 1%. And his has a great deal of influence on the planning of resources. JRZ: What does iHealth mean to you?
IÑAKI EREÑO CEO OF BUPA IN SPAIN (SANITAS) AND LATIN AMERICA
IE: iHealth has a lot to do with how, thanks to all the digital resources, we provide our customers with a better service. We have just launched a project called ‘Connected Health’, which consists of a call centre, together with a team of doctors at its beck
IS DIGITAL · 27
DIGITAL TRANSFORMATION and call, in contact with patients who cannot travel to a health centre. The entire relationship is built around wearables. JRZ: We at ISDI consider Sanitas as being one of the companies that is taking digitalization most seriously. How do you see the sector?
IE: Our sector has a number of complexities. There are competitors that have held firm where the adaptation of technology is concerned, but not all insurance firms provide medical cover. We have been able to set up Blua because we have our own hospitals and clinics and we have trained 125 doctors who are those who provide the service. Perhaps we are not a very innovative industry. But there is no doubt that these changes will be implemented.
“WITHIN TWO YEARS SANITAS WILL BE CARRYING OUT 25% OF ITS MEDICAL CONSULTATIONS IN A DIGITALIZED ENVIRONMENT VIA VOICE AND CHAT”
this has a lot to do with the data processes and culture.
would have taken me directly to the doctor qualified to treat me. How far off is this scenario?
JRZ: I read on the website of Bupa, the group to which Sanitas belongs, that its mission is to provide society with a longer, healthier and happier life. How long is our life going to be with digitalization?
IE: It is almost a reality. I’ll give you a scoop. We are beginning to work with a Silicon Valley company in which Bupa has invested, HealthTap, that has libraries based on years of experience and research that is providing this service in the United States and is going to begin providing it in the Sanitas environment.
IE: The other day we were visited here by José Luis Cordeiro [the engineer and founding professor of the Singularity University in Silicon Valley], and he said that as of 2030 death will be a voluntary act. JRZ: Will this be good for Sanitas’ business?
“DIGITALIZATION IS THE MOST INTELLECTUALLY CHALLENGING PROJECT, THE ONE WITH THE MOST ENTERTAINING CONTENT AND THE MOST GRATIFYING THERE IS”
JRZ: You have the capacity to integrate a far more complete offer for a customer who, ultimately, do not use Sanitas solely as an insurer, but as a provider of health services, and it is there that digitalization that has to be close to the customer plays a fundamental role…
IE: That is history. In 2016 we launched an app that enables the relatives of people in nursing homes are given daily information about the menu, the activities, can interact with the carers… In this case the technology takes second place as you need to establish a routine in the professionals. And 28 · IS DIGITAL
IE: Whenever we talk about something voluntary it is a good thing. I don’t know as much as he does and I am slightly more sceptical, but I’m sure we’re going to live longer lives. Today there are many heads of service, in the analogue world, who say that if you have not become ill with cancer or Alzheimer’s by 2025, it will not kill you, although it will still be possible for you to contract them and they will still become chronic. JRZ: If digital means focusing on the customer and Sanitas’ customers are going to live for many years, you are going to develop a fantastic relationship with them.
IE: Our industry is changing. We have experienced many years of curing and now we have to move on to preventing and managing chronic illnesses. Curing will be a system error. JRZ: The other day I had to go to one of Sanitas’ centres and I would have been delighted if I could have told my mobile phone what was wrong with me and my phone
JRZ: You are a positive fellow, a firm believer in digitalization, and you head up a team in which there are millennials, but not too many... Tell me truly, what percentage of the organisation does not move at the speed required by digitalization?
IE: When you tell people that digitalization has four elements… JRZ: What are they?
IE: First, at long last we can listen to the customer and do the things they ask us to do. Now we have installed the Net Promoter Score gauging tool in the micro-moments, just as Google did, we listen to detractors and sponsors, and we take action on the strength of those comments. Second: the pace we worked at before is no longer valid, we have to work a little bit faster. And it is here that a set of ways of working, such as lean, agile, etc. come into play. Before we were happy to do one launch per year, now we are in constant delivery mode. Third: before we wanted to use data, but as we didn’t have any, we had to work using our intuition. And fourth: that suddenly the mobile phone is king.
When you tell those people who are not millennials that digitalization is going to listen to the customer and take action, to work a little bit faster, to do it with data and that the mobile phone is king, it would indeed be strange for them to say not to count them in. JRZ: I agree 100%, but what has changed within the organisation?
IE: This is based on a pact we offered the employees of Sanitas: this is for your benefit, but you have to take an active part. JRZ: And how did you set about achieving it?
IE: There are different elements in which we are immersed. There is one fundamental one, and that is training. We now have a far more comprehensive training plan. We are also working more on a project basis and on installations where it is difficult to find stacks and boxes
of papers. People are taking an active part because digitalization is the most intellectually challenging project, the one with the most entertaining content and the most gratifying, because you see the results very quickly. JRZ: More than a digital transformation, it is a transformation of the business model. Within Bupa, how do you see Spain?
IE: If we compare ourselves with others, it is not too arrogant to say that we are somewhat ahead of the game. And it is odd because normally the Spanish subsidiary of multinationals is usually more innovative, there is something in our culture. JRZ: You are the example of a CEO who has undergone a personal transformation and one who has truly assimilated the concept of continuous learning. I believe
you are one of those people who feels younger than he is, and you are also a very keen sportsman. How does this help you instigate changes as far reaching as these?
IE: I regularly run marathons, do triathlons, always with mediocre times. But one thing is sure, and that is I never stop training or competing. And I believe this has a little to do with it. Staying power has a lot to do with the process we are implementing. What we currently want to do is publicise the mistakes we’ve made. JRZ:What do you mean?
IE: We are tracking down and rounding up those things that haven’t gone well in order to tell people about them. Sport and digitalization have a lot in common. The way to keep going forward is to keep picking yourself up when you fail.
Profile Iñaki Ereño (Melilla, 1964) has a degree in law and a master in business administration from the ICADE Business School. He started out as a controller with a multinational, from where he went on to become senior customer marketing manager for Continente (currently Carrefour). Later he became chairman and founder of Netels.com and director of TPI marketing services (Telefónica Group) before joining Sanitas as general customers and marketing director. Today he is heading up the digitalization of the company as CEO of Bupa in Spain (Sanitas) and Latin America as well as being a member of the Senior Management Committee of Bupa, the group to which it belongs.
IS DIGITAL · 29
AGENDA
JUN Barcelona 01.06.2017 [ISDI Talk] Innovation through mission and values: the Uber example by Carles Lloret. How collaborative transport company Uber has positioned itself in the top of mind of urban pay transport app users. The ISDI Talks focus on trends within the digital sector. Entry free-ofcharge. 19:30 h. [ISDI] Madrid 08.06.2017 PureMobile Another year has gone by and MMA Spain is once again organising the mobility event held in the heart of the Spanish capital at Paseo de la Castellana 33. Throughout the full day that it lasts recognised professionals from sectors such as financing, insurance, healthcare and retail, among others, will be sharing their experiences in and knowledge about the world of mobility technology development and research, agencies, advertisers and consultants. Madrid 14.06.2017 and 15.06.2017 Tiempo de management The MABS (Management & Business Summit) is a two-day event that will be a key event for senior managers on the lookout for a new way of doing business and managing teams. This year’s speakers include Bob Woodward, Nick Fry, Patch Adams and Chema Alonso. tiempodemanagement.com Madrid 15.06.2017 Luxonomy This is the fifth edition of a congress that presents the future of the sector and the economic opportunities it offers from four perspectives: tourism, real estate, innovation and retail. The Hotel InterContinental Madrid will be 30 · IS DIGITAL
Barcelona 31.05.2017 / 01.06.2017
BizBarcelona The Fira Barcelona venue inside Montjüic Park hosts an event that describes itself as the catalyst that will help SMEs and self-employed workers to transform themselves so as to be more competitive in the changeable environment in which they work. The public are invited to immerse themselves in this transformational ecosystem, which revolves around three hubs: new trends, corporate and social economy services and digitalization tools. Alongside the exhibitors this fair presents an extensive programme of conferences featuring experts in technological, social, economic and corporate change. www.bizbarcelona.com
providing the backdrop for the different debating panels featuring Rodrigo Miranda, Partner and General Director of ISDI, advisor and mentor of the European startup accelerator IMPACT. Madrid 16.06.2017 II Edition of Gambling Forum The Spanish online gaming and gambling portal market has grown at a phenomenal rate over the last few years, and the sector now caters to millions of players every day. Therefore, for the second time, this event brings together the different representatives of the sector to analyse, study and debate the future of the online gaming system. Among the main subjects under discussion will be the use of social networks for betting, the use of Big Data, the future formulas for monetising these portals and cybersecurity.
Barcelona 22.06.2017 [ISDI Talk] Design Thinking by Mónica Muñoz. Business innovation: a corporate transformation tool in the age of the creative economy. Entry freeof-charge. 19:30 h. [ISDI] Madrid 22.06.2017 [ISDI Talk] Google Analytics Workshop by Javier Arenillas. Taking control of Google Analytics: Learn how to define measurement procedures and KPIs, and to build different dashboards using real examples. Entry free-of-charge. 19:30 h. [ISDI] 23.06.2017 Online Masters in Digital Business (MoDIB). The online masters in digital marketing that provides digital knowledge of all the disciplines of the sector. [400 hours] Online [ISDI]
Miguel Ángel García and Arturo Marimón. At its annual events and local seminars the #seopro has brought together more than 600 SEO professionals, all of whom have been drawn by their eminently practical nature and because they unerringly attract the most outstanding Spanish and international experts of this sector www.congresoseoprofesional.com
SEP Madrid 15.09.2017 and 25.09.2017 Master’s in Internet Business (MIB). The first integrated master’s in digital business transformation, professionalization and specialisation. [450 hours] [ISDI]
Collados Beach La Manga from 23.06.2017 to 24.06.2017 SEonthebeach Under the “beachworking” concept, the idea behind this annual congress is to bring together all the online and internet marketing professionals and the best known experts of the sector at a very different event during which the speakers will be those chosen and voted for by the audience throughout the year for the quality of their presentations at other related congresses. The result is an event that combines lectures of the very highest level with a lot of fun on the La Manga Beach at Murcia’s Mar Menor so that participants have the chance to get to know each other. www.seonthebeach.es Boston 24.06.2017 Global Executive Masters in Digital Business (GMDB). A
unique training experience that combines online training and face-to-face learning with the finest top-calibre digital experts in RCC-Harvard, Barcelona and Silicon Valley. [ISDI]
JUL Madrid 01.07.2017 SEO Professionals’ Congress An event at which the professionals themselves explain real cases of good SEO. This is the high point of the benchmark event as regards SEO positioning in Spain, which is being held for the 8th time. This year’s speakers include Carlos Redondo, Tana Ligato, Felipe García, Daniel Bustos, Gianluca Fiorelli,
Málaga 25.09.2017 to 26.09.2017 Marketing Catalyzers The Málaga Trade Fair and Congress Centre (Fycma) shall be the venue of the first edition of Marketing Catalyzers, a gathering of a professional nature focused on revealing the main digital marketing trends. In addition to the exhibition area there will be a series of conferences featuring, among others, the former creative director of Apple Ken Segall. www.marketingcatalyzers.com Bilbao 20.09.2017 Tech Experience Conference Bilbao. Bilbao hosts this technological innovation, digital marketing and neuromarketing event that offers participants the chance to network with the top executives of large companies and CEOs of startups. techexperienceconference.com IS DIGITAL · 31
OPTIMISTIC ATTITUDE
ARACELI SEGARRA: THE SOUL OF THE MOUNTAIN Araceli Segarra began caving when she was 15 by “chance”. This was her first taste of the mountain environment and she has never looked back. The first Spanish woman to conquer Everest confesses that the mountains give her “that feeling of adventure, of fear and that urge to try something new all at the same time”. The lessons she learns up there are applied down here, where her multifaceted life has taught her that attitude is a matter of choice.
A life philosophy, both on and off the mountain
“I am motivated by the idea that we are not going to be around for long. We are ephemeral”. What makes her tick is “being aware we exist for as long as I possibly can, ensuring my existence is as good as possible and not wasting time on things that are not important”. Araceli Segarra tells of an Indian legend in which one of the wise elders of the tribe tells his grandson that he has two wolves fighting in his heart, one violent and full of negativity and the other full of love and positivity. When his grandson asked him which of them was going to win the battle, the grandfather replied: “the one I feed”. When attitude marks the difference between success and failure
In 1996 Segarra was on Everest to film a documentary when one of the greatest tragedies in the history of mountaineering occurred killing 13 people. She was involved in the rescue that prevented this figure from being far higher. “Following the rescue we were left without a lot of our equipment. But we decided we didn’t want everything to end there”, she says. They continued the climb and she became the first Spanish woman to reach this mythical peak at the age of 26. “The conquest of Everest was a success achieved thanks to a choice of attitude”, she assures us.
“THE ACT OF CHOOSING AN ATTITUDE IMPLIES COURAGE, GOING AGAINST THE FLOW, SHRUGGING OFF LABELS, GRAPPLING WITH UNCERTAINTY” 32 · IS DIGITAL
“SMALL STEPS LEAD YOU TO CONQUER MIGHTY PEAKS” How to manage storms and falls
She has illustrated and written the series of children’s stories entitled “Los viajes de Tina” (Tina’s Travels). Published in Chinese, Araceli Segarra confesses she has not yet managed to do so in English due to the difficulties of breaking into the US market: “Seven years ago I spent months geeing myself up and giving it a try. Afterwards I found myself down in the dumps”. However, the process taught her that “luck is when preparation crosses paths with opportunity. You must never let your efforts go to waste, stop persevering or lose your self-esteem”. Araceli Segarra explains that, when we give up, “if a part of ourselves knows we haven’t done enough, then that will be when we feel disappointed. In the same way that doing everything we could possibly have done makes giving up not feel like a failure”, although she also recommends “drawing a line to know when to turn around”: “On the mountain, that line is freezing, life. In a company it is resources”.
Mountaineer. Illustrator of children’s stories. Conference speaker. Communicator. Author of the book “Ni tan alto ni tan difícil” (Neither So High Nor So Difficult). Holder of a degree in Physiotherapy... An all-rounder or hyperactive?
“I have always believed in my capability to do things. Normal people can do extraordinary things”. For Araceli, there is a tendency to exaggerate the difficulty of challenges: “That’s where I got the title of my book”. She suggests concentration, time and effort: “However, nothing comes free; there is also a certain tendency to think things happen on their own”.
ADVICE FOR ENTREPRENEURS AND INTRAPRENEURS “Take small steps. Concentrate on every one of them. Get a lot of enjoyment from doing so. Have a strategy. Don’t waste energy on things that are not worthwhile”
COORDINATES • The next adventure: There are many: mountain jewellery, a new TV project about which I’m not allowed to say anything, a trip to the Alps. When it comes to climbing, every mountain is equally important. • Always in your rucksack: In addition to the technical and safety equipment, a notebook and a miniature water colouring set. • Your base camp: Cerdanya, in the Catalonian Pyrenees. • People-yardsticks in your life: These have always been friends, people with principles who you can use as a benchmark, who you can see and touch.
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INDUSTRY NEWS
IMPACT Growth: growing startups wanted The ISDI Digital University opens its doors in Silicon Valley Until now Silicon Valley has not been able to offer a master’s in digital business. But this is no longer the case because ISDI has just opened a branch in San Francisco called the ISDI Digital University from where it will be imparting the MIB (Master’s in Internet Business), which thus becomes the first ever training programme of this type to be approved by the State of California. The ISDI Digital University performs the bulk of its activities in San Jose, the capital of the world’s most technological valley that is home to giants like Google, Facebook, Apple, Twitter and SalesForce. Classes are set to start in 2017 with the first ever MIB course, although 1,275 students have already completed it in Spain and Mexico. This debut is an important milestone in the process of internationalising the school, which in only four years has taken ISDI from Spain to Europe, Mexico and the United States. This is being seen as the dawn of a new era, which is also marked by the incorporation of Javier Rodríguez Zapatero, who worked as the General Director of Google España and Portugal for 8 and a half years, to chair the Board of Directors of ISDI.
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IMPACT, the startup accelerator headed up by ISDI, has created the first acceleration programme that brings together well known international accelerators, open source technology companies, global brands and venture capital funds for the same purpose: to invest, on an initial basis, 3.6 million euros in startups. A little over two years ago ISDI created IMPACT with the mission to find and accelerate the best European startups. Transparency, innovation and improvement continue to be the mainstays of its Open Acceleration model. The results speak for themselves: to date 63 mobility-based startups have been accelerated by way of a combined investment of 6.4 million euros. In February the call for proposals was issued with respect to the IMPACT Growth programme, the objective of which is to accelerate 28 startups and find four super startups with global potential, “by converting IMPACT Growth into one of Europe’s best acceleration programmes”, according to Nacho de Pinedo, CEO of ISDI. And, take note, because it will be funded with up to 250,000 euros without an exchange of shares.
Digitalization in the SMEs According to a study carried out by Movimiento Impulsando Pymes, seven out of every ten SMEs have already initiated a digitalization process, and a further 14% guarantee they will do so as of this year.
Pepper - © Jake Curtis
The figure
33.338 robots
According to the Spanish Robotics and Automation of Production Technologies Association (AER-ATP) and to the most recent available data, namely that for the 2015 financial year, there are 33,338 robots in Spain, 18,814 of which are used in the automotive sector (almost half).
Digitalization: we need to improve
According to the latest figures published by the International Federation of Robotics (IFR), in 2015 254,000 robots were delivered worldwide and it is forecast that by 2019 this number will have doubled.
Top 10 Unicorns It is a long time now that the figure of a billion dollars ceased having mythical connotations. These are the 10 largest startup companies that exceed that figure, the so called “unicorn” companies, according to Fortune magazine.
Uber
Valuation*
Foundation
Origin
Sector
$62
2009
EEUU
Software
Xiaomi
$45
2010
China
Hardware
Airbnb
$25,5
2008
EEUU
Software
Palantir
$20,5
2004
EEUU
Software
Didi Kuaidi
$16
2012
China
Software
Snapchat
$16
2011
EEUU
Media
China Internet Plus
$15
2003
China
Software
Flipkart
$15
2007
India
Retail
SpaceX
$12
2002
EEUU
Aeroespacial
$11
2010
EEUU
Media
Source: Fortune.com/unicorns [January 2017] *In USD billions.
Spain needs to improve its level of digitalization. This is one of the main conclusions of the “Digital Transformation” report published by the Association of Electronics, Information and Communication Technologies and Digital Content Companies (AMETIC). Spain, the world’s 14th largest economy, is ranked 35 in digitalization (43 if we only look at the level to which its companies are digitalized) according to the NRI 2016 (Network Readiness Index of the World Economic Forum). One of the aspects in which Spain shows itself to be weakest is training. According to AMETIC, up to 46% of Spanish citizens lack basic digital skills. IS DIGITAL · 35