ISDIGITAL.MAGAZINE | Number 3

IS DIGITAL ISSUE 3 JUNE 2018

PERSONAL BRANDING

ROSA GARCÍA

10 STEPS FOR IMPROVING

SIEMENS’ DIGITAL VISION

< THE MAGAZINE FOR DIGITAL OPTIMISTS >

KORO CASTELLANO “IT’S NOT ABOUT THE FORMAT IN WHICH YOU READ, BUT ABOUT READING”

SOCCER: TOWARDS DIGITIZATION

A DAY AT...

GOOGLE

04

08 TRENDS

STARTUP WORLD

12

16

18

MASTER CLASS

10

DIGITAL TALENT

TECH AREA

A DAY AT...

22

26

30

FOCUS

DIGITAL TRANSFORMATION

AGENDA

32

OPTIMISTIC ATTITUDE

34

INDUSTRY NEWS

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PUBLISHED BY: ISDI Legal Deposit: M-3167-2017 2 · IS DIGITAL

EDITORIAL

The devil is in the data Nacho de Pinedo ISDI Co-founder and CEO

We are witnessing the spring of data: the Cambridge Analytica scandal was uncovered in March, Facebook’s CEO appeared before the American Congress in April, and the new European GDPR entered into force in May. In this short span of time, users have received countless emails asking for their express validation from hundreds of company data management policies (many of which we weren’t even aware of), and corporations are frenetically reviewing database management and staff awareness policies, as well as analyzing processes, technologies and legal texts. It seems that if we were not aware of the importance of data in the past, now we will get our fair share of it.

We are suddenly concerned about political parties using social networks to address potential voters with bespoke messages to those who openly express their support for a particular ideology in their profiles. However, we neglect the historical use of much more coarse poll techniques, such as the flood of electoral propaganda from parties participating in elections in our mailboxes without our consent, as a result of the law allowing them access to census lists. Today, communicators and commentators throw up their hands in horror, because companies are using their personal data for commercial purposes. But honestly, did you really think that the internet services you use to search for products and services, to communicate and interact with your community, to geo-reference, or to access products and services without leaving your home just fell from heaven? Of course, you did… You just didn’t think that, if a service is free, it’s because you are the product. Those were the rules and we all accepted them. And if you are not happy with those terms, then stop using Google, Facebook, Twitter, Linkedin, Whatsapp, Instagram, and many other free services.

In this mass hysteria state, it is particularly worrying to see that the politicians responsible for regulating these excesses don’t even understand the way in which digital businesses, such as Facebook, earn money: Zuckerberg himself had to explain to a disoriented senator (“How do you sustain a business model which users don´t pay for your service?”) that his company earns money with advertising (“Senator, we run ads!”). Or, even worse, MPs use this environment as an excuse to try and force

the adoption of legal projects as absurd as the Google tax that, to cover up an obvious failure of the tax law preventing local tax payments, rail against digital companies (and not against other multinationals that are under the same circumstances). This is intended to impose a draconian tax on companies using user data as a source of income, failing to understand that, in this new era, all companies (media, retailers, banks, telecommunication companies) are bound to convert data processing into one of the keys to doing business.

It is clear that we must protect users from the misuse of data by companies, putting an end to years of bad practices in which user data was made available, without any consent whatsoever, to commercial spam that does not provide value for consumers, or disseminates political, religious or ideological interests, contrary to the reason why access to them was originally granted. But on the other hand, we should not demonize data and its rational use: it makes sense that companies know my preferences through data, so that they can offer me what I need, when said need arises. However, this does not mean receiving tons of offers that I don’t need.

So, where’s the limit? Probably in the balance between business for the company and profit for the customer.

An example of this argument is as follows: Would we be willing to openly provide our phone number and address to all the inhabitants of the city in which we live? Chances are that anyone in our time would say no, and would consider it a clear attack on their personal privacy. However, our mothers lived this reality with a great peace of mind: the white pages of the phone book were available for free in all households, and contained this information. Few people questioned this service (unthinkable today) that provided a great profit for users: the ability to be connected...

Our perception of privacy is not static, but evolves with context, and is happily exchanged by subjective profits.

That is why it is so difficult to regulate. The key lies in how to legislate data to prevent the damage that may be inflicted, but without stifling the value it can provide.

We will live exciting times because, no matter what, we are in the data age.

IS DIGITAL · 3

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“IT’S NOT ABOUT THE FORMAT IN WHICH YOU READ, BUT ABOUT READING” 4 · IS DIGITAL

MASTER CLASS

Koro Castellano Director of Kindle in Spain

Amazon offices

smell of new. And of creativity. That feeling stayed with us when we met Koro Castellano, a warm, smart, and full of energy woman, with whom we enjoyed a conversation sprinkled with great stories. Together, we took a closer look at how the publishing world is changing.

How does a journalist end up being Director of Kindle Spain?

It is not something you plan.

Throughout your life you will stumble upon a series of circumstances that will make you choose and define your career path. Changes are bets and, at one point, I decided to leave the world of media behind, and embraced the online world, and later, Amazon and Kindle. I really enjoyed my time as a journalist, but Amazon is now the best professional option for me. It is still an exciting period that is making me grow personally and professionally. It is as if every day were the first, a constant challenge where everything is yet to be done.

Should one be always willing to reinvent oneself?

Resistance to change, to getting out of your comfort zone, prevents you from moving forward and, above all, hinders discovering new and better opportunities.

In the field of technology, reinvention is taken for granted, and is part of the very essence of the work, of constant innovation. The technological reinvention that we are living in the field of literature is one of the best examples. Technology has allowed democratizing access to literature -both reading and literary creationand adapting to the cultural and consumption changes that society is witnessing. On the one hand, self-publishing has made it possible to eliminate the barriers to become a writer; on the other hand, eBooks and digitization have facilitated access to works. Right now, anyone with access to the internet can access

culture. This is especially important in the case of villages and small towns where there are no libraries or public libraries, as for example in Latin America.

What do you think is the winning formula to successfully achieve this?

The key is to not lose focus, and by that, I mean not to lose the goal behind any action. Amazon is an example in this sense, as it has a very solid culture and values that facilitate reaching common goals.

The publishing market is also changing. What are the key factors to understand that process in Spain?

Digital transformation is not a trend, itâ&#x20AC;&#x2122;s our actual environment.

Customers are digital and donâ&#x20AC;&#x2122;t understand that the company they use is not. In this sense, the publishing market has also evolved to adapt to this new environment.

This new environment means, for instance, that books are available in digital format, so that readers can choose in what format they want to read at any given time. It means that those same books in digital format are reasonably priced, because they no longer compete with other books, but with the entire digital entertainment offer: series, social networks, games... Authors have also changed: the digital world is an opportunity to reach new readers around the world, to promote their work, and to obtain a greater proportion of revenue from selling their work.

IS DIGITAL ¡ 5

MASTER CLASS

“DIGITAL READING IS ALREADY PLAYING A SIGNIFICANT ROLE IN EDUCATION” Are competitors like Candy Crush...?

Indeed they are. Today, readers sit on their sofa on a winter afternoon and decide whether to use the tablet to spend some time on Twitter (which is free), or check their e-mail (also free), or play Candy Crush (free for beginners...), or to turn on the TV to watch a series, hopefully, read a book.

What if we look at the other side of the pond?

Something similar happens on the other side of the pond. Latin American authors, for example, can self-publish and make their book available to millions of readers anywhere in the world in only 24 hours. Ultimately, the key factor to understand the transformation of the publishing market, both in Spain and in other countries, lies in the globalization provided by digital tools, and this is extraordinary.

Has Kindle changed the reading habits Spaniards?

You just need take a look at any subway car, a train or a plane, and count how many people are reading on a screen. Today, having thousands of titles in your pocket on your way to work is possible without hardly noticing any weight, thanks

to Kindle. The same happens when we go on holidays or on a business trip... Reading turns into a more comfortable, easier experience.

Digital reading allows you to use the built-in dictionary to check words that you don’t know, or translate them directly, increase the font size, or use an integrated light, so not to disturb the person sleeping next to you at night.

Sometimes, the rivalry between paper and electronic book emerges.

However, I do not see them as rivals, they complement each other. “It’s not about the format in which you read, but about reading” Our goal is to “democratize” reading, to facilitate it, and make it accessible to more and more people.

What role do you think that Kindle can play in the field of education?

Does education need to change?

Education will evolve just like many other aspects of our current life. Figures, in fact, tell us that digital reading is already playing a significant role in education.

According to the latest report of the Spanish Federation of Publishers’ Guilds (FGEE, in Spanish) on “Reading habits and book purchasing trends in Spain 2017”,

76.3% of Spaniards from age 14 read at least some type of content in digital format. Most are frequent readers (at least once a week). In 2012, this number was only 58%.

One of the phenomena with greater impact is self-publishing. Could you give us some numbers? Where is this going?

Self-publishing has become an increasingly powerful tool for those who have unsuccessfully knocked on the doors of publishers, or authors who have recovered the digital rights to their books. It has many advantages: it’s free, fast, easy, and allows full control over the editorial process. Authors choose the countries where they want to sell, put the price to their work, and receive up to 70% of royalties, compared to 10% in a traditional publishing house.

Currently, more than 40% of our top 100 bestsellers belong to independent authors. This formula has been the key to the success of many writers. It is the case of Blanca Miosi, a Venezuelan housewife who has sold more eBooks in Spanish than Ken Follett at the Kindle store, or Fernando Trujillo, a Spanish author who is best seller in Mexico, Manel Loureiro, a lawyer from Pontevedra

Profile Koro Castellano (Madrid, 1963) worked as a journalist in press media, such as Cambio 16, Fotogramas and El País Semanal, from where she took the leap into the world of management, as Purchasing Manager of Spanish film rights at Via Digital. There, she became Communications Manager until she received an offer to become Unidad Editorial’s Internet General Director, an unexplored world back then, and she just could not could resist such the adventure.

She was later appointed CEO of Tuenti, and BuyVip until 2011, when Amazon landed in Spain and, since then, she is the Director of Kindle.

6 · IS DIGITAL

“RESISTANCE TO CHANGE, TO GETTING OUT OF YOUR COMFORT ZONE, PREVENTS YOU FROM MOVING FORWARD, AND HINDERS DISCOVERING BETTER OPPORTUNITIES”

who translated his zombie book into English, and which ranked above Stephen King in the Amazon.com sales ranking.

What about subscription models?

What’s their present or future like?

Subscriptions have come to all facets of the entertainment: music, films, series... Also to books. We decided to offer our customers the option to subscribe and have unlimited access to more than 1.5 million books with a rate flat through Kindle Unlimited, but we also offer the option to continue buying books one by one.

It is our duty to give readers all the options, so that they read any way they want, wherever, and whenever they want. We intend to be practical and become the first window, if you bet on reading as a leisure option.

What is talent to you?

I would say that talent is the ability to learn and adapt to situations. Talent,

in any case, usually comes with a lot of work [laughs].

What are your goals for Kindle Spain?

As I said before, our goal is to make reading the preferred choice for our customers, that whenever they think of a book they find a digitized version, at a good price, and that they enjoy the advantages that technology puts at our disposal for enjoying reading even further.

Are you afraid of failing?

I guess just as anyone! But I don’t think you have to devote much time to think about it. It takes away energy that could be focused on what truly matters.

What has been your greatest success and greatest failure?

at least I do, so the important thing is to learn from those mistakes, to make them worthwhile.

And your greatest dream to be achieved?

I’m passionate about photography.

I’d like to have enough time to become a good photographer.

“THE KEY FACTOR TO UNDERSTAND THE TRANSFORMATION OF THE PUBLISHING MARKET IS THE GLOBALIZATION PROVIDED BY DIGITAL TOOLS”

My greatest success is my family and my friends. My greatest failure... in reality, we make mistakes every day, IS DIGITAL · 7

Computational thinking It was the year 2006 when Jeannette M. Wing, an American computer theorist and engineer, published an article about computational thinking, advocating for this competence to be part of the educational curriculum for all children. And she defined it as the ability to “solve problems, design systems and understand human behavior, making use of the fundamental concepts of computer science.”

More than one decade later, the report “Programming, robotics and computational thinking in the classroom”, promoted by the Ministry of Education among other public and private bodies, shows a not-too-flattering image of the situation in Spain. This type of content “barely appear in the current national curriculum”, but several autonomous communities have started to include them, the document highlights, which also points out that only a third of the

teaching staff have received official training on this subject.

What about adults? It is never too late to learn programming as a hobby and thus, benefit from the positive effects of computational thinking, as well as from its power to structure the mind, or to consider new ways of solving everyday problems. Among the resources to give the first steps in this respect, Xataka recommends the tutorials by Code.org, Scratch or, for the more gifted, the ones by Phyton, or Arduino.

Among the resources to give the first steps in this respect, Xataka recommends the tutorials by Code. org, Scratch or, for the more gifted, the ones

by Phyton, or Arduino.

Podcasts sound loud Brands are betting on the launch of podcasts as a marketing strategy. It’s a simple and profitable vehicle, if we look at the results of a study conducted by Edison Research, which estimated that 85% of people who listen to them, do so until the end. This study also reveals that the habit of listening to these files continues to grow: in 2017, the percentage of respondents who had listened to a podcast was 40%, compared to 36% during the previous year.

8 · IS DIGITAL

Podcast consumption represents 1.6% of the total radio consumption, according to the data of the 3rd wave of the General Media Study (EGM) for 2017, which incorporated this modality about a year ago. Moreover, there are specialists who say that the dissemination of these small audio pieces will increase, thanks to the generalization of devices associated with the smart homes, and virtual assistants.

Who are the centennials?

They were born between 2000 and 2010 (although some consider that this bracket should start in 1997), and are knocking at the door of the labor world today. The “future generation” grew up amidst the crisis (which made them pragmatic and realistic), does not conceive life without internet or mobile devices (a survey carried out by McCann says that 53%

would prefer to lose their sense of smell before losing their access to a computer or a smartphone), and has learned how to consume content wherever and whenever they want to.

Nowadays, brands want to speak their language. A report by Bank of America Merrill Lynch says that, together with millennials, they are

worth €19 billion (35% of the global gross income), and will control 47% of the world’s funds by 2025. This information was included in an article published on El País, which also cites a researcher from the Institute of Fiscal Studies who affirms that, at the same time, “they are at risk of being poorer than their parents and of enjoying lower material well-being levels.”

Television consumption

Pay television is beating the traditional system.

This is the main conclusion from the latest statistics published by the National Commission on Markets and Competition (for the second quarter of 2017), which reveals that more than 20% of consumption belongs to pay channels (Internet, cable, and satellite TV). One way or another, in general, we watch less television.

On average, we watch TV 3 hours and 42 minutes, per person per day. These account for 21 minutes less than in the previous quarter

Biohacking: technology runs high What if the latest technologies could improve our body? This is, broadly speaking, the premise of DIY biology, also known as garage biology (in clear connection with the beginnings of the computer revolution). Although it is gradually institutionalizing, it keeps its mission alive: to democratize research.

electronic techniques. Think about chips, sensors, or robotic limb implants, among other devices. But applications are going further, since they also reach genetics, or the application of robotics for developing exoskeletons that allow therapeutic treatments.

In its original conception, its followers, namely biohackers, are people who hack their bodies to enhance human capabilities through medical, nutritional, and

Despite the risks -of which one of the biohacking prophets has alerted -, a study by Ericsson Consumer Lab suggests that society is actually receptive to biohacking.

80%

of society would like to increase their sensory perceptions and cognitive abilities through technology IS DIGITAL · 9

STARTUP WORLD

Patry Jordan: a star of good habits The naturalness that Patry Jordan conveys, bridges all gaps. A quality that has made her shine in the beauty and fitness sky. Her constellation is made up of seven YouTube channels, and more than 20 million loyal viewers in all her platforms.

The story

of Patry Jordan goes back to 2010.

Before that, this native from the Girona province, who sees herself as a very dynamic person, had studied hairdressing and image consulting.

She had had several jobs, one of them as a personal trainer in a gym, and spent her weekends to practice outdoor activities.

It was precisely on one her outings that she decided to start recording amateur videos with her laptop camera, and upload them to YouTube. Back then, they were shorter pieces, with practical tips on beauty and fitness. That brevity and usefulness, along with her natural and friendly approach, made the difference with other vloggers... And the project took off.

After some time, she even had to ask for days off from work to keep pace. “I saw that it was no longer compatible,” Patry recalls, and that was the moment when she decided to devote herself fully to Internet.

“While I always try to bring all my projects to completion −I am strongly committed to everything I do−, there was a moment when I could not keep up the pace,” she recognizes. “I went from a zero10 · IS DIGITAL

knowledge phase −going into the platform to test, experiment, fail... − up to the stage of seeing myself as a content creator, which, in the end, ended up being a full-time project with my own personality.”

Throughout the process, continued training has been key. “Every year I like to do things related to what I do, and use YouTube, forums, and various content daily. I learn, above all, from the different needs that arise along the way.”

Digital influence With more than 12 million loyal subscribers on YouTube alone, Patry

“I MAINLY LEARN FROM THE DIFFERENT NEEDS THAT ARISE ALONG THE WAY” Jordan is an authority in her field: “I think a digital character can influence the people who follow him/her, indirectly and unconsciously, and even more so, if the public is akin and interested on the content provided.” She is the living example of the potential of cooperation with

brands: “I have heard some people say, ‘Influencers don’t work’. They would, if the message to be shared is close to its followers’ hearts, and makes them feel identified.”

The truth is, there is a lot of work behind a Youtube channel (or more, in her case). Patry recognizes that this routine is madness. “Sometimes I don’t know how I manage to get everything done. It requires planning and logistics, just as in a large-sized company, but with a lot less workers.

I try to make the most of each action or anything that I do.” In fact, she recognizes that she would like to know how to better manage her time, to “get to do everything within twenty-four hours, and have a better quality of life.”

That doesn’t stop her though, and she already has her eyes on the next steps of her project, such as the launch of a training plan for twelve weeks “rich in content”, a new on-line shop with merchandising products, “and cool stuff”, as well as meetings with her followers so they can see each other face to face. “It’s really exciting to be able to meet them, and vice versa.”

For Jordán, the difference between the success and failure of a

SECCIÓN

7 2 12 M 5M

YOUTUBE CHANNELS

WEBSITES

MORE THAN

SUBSCRIBERS ON YOUTUBE

MINUTES VIEWED

A LOYAL AUDIENCE,

MAINLY FROM LATIN AMERICA, WHICH HAS TURNED HER INTO AN INFLUENCER AND THE NEW OBJECT OF DESIRE OF SEVERAL BRANDS

startup lies on the “dedication, commitment, patience, passion and, above all, a pre-organization of what you want to do and how you will do it. You need to set a strategy, which may change over time, but you must always have a script and a structure to follow.” These eight years have been a journey in which “great and exciting things that I would have never dreamed of, keep on happening.”

FROM ON TO OFF In 2015, Patry Jordán published her first book, “Girls’ secrets”, which shares name with several of her YouTube channels, and one of her main websites. The other one is “Virtual Gym”, which offers tips and routines to lead an active and healthy life.

IS DIGITAL · 11

DIGITAL TALENT

10 STEPS FOR IMPROVING YOUR PERSONAL BRAND “The fundamental units of economy are not corporations, but individuals” Thomas Malone & Robert Laubacher, “The dawn of the e-lance economy”, Harvard Business Review

“Tasks are not assigned or controlled through a stable management chain, but are carried out autonomously by independent workers.” This is how Malone and Laubacher describe the new economic ecosystem, for whom “these electronically-connected

12 · IS DIGITAL

freelancers come together in temporary networks to produce and sell goods and services. When the job is done −after a day, a month or a year− the network dissolves, and its members become independent agents, circulating through the economy, looking for their next

assignment.” Personal branding is not about seeking opportunities, but about being found by them.

But, how? ISDIgital.Talent provides you with a step-by-step guide so that companies end up fighting over you.

The world has changed…

2

... And it requires different capabilities “By 2020, 45% of us will have a work related to the digital world” [European Commission]

SMART CITIES

TECHNOLOGICAL DISRUPTION

SECURITY VIRALITY

INTERNET OF THINGS

SCALABILITY

CYBERSECURITY

NANOTECHNOLOGY

CONVERSATIONS

As Malone and Laubacher explain, the labor and economic environment have been transformed. Volatility, uncertainty, complexity, and ambiguity are factors that we must learn to live with. But there are many more…

AGILE

1

3

The new digital profile Here’s an incentive: wages in the digital-related area have increased by 15% in average in Spain, over the past two years.

To develop new digital profiles, ISDI focuses on three aspects:

The labor market demands:

STEM GRADUATES • Science • Technology • Engineering & Mathematics

ICT PROFESSIONALS • Information and Communication • Technologies

DIGITAL SKILLS Planning, building, accelerating, training, and managing

DIGITAL TRANSFORMATION Business vision, technological capacity, and e-leadership

BUSINESS SKILLS Digital marketing, technology, content design and user experience, social networks, advertising, search engines, mobility, e-commerce, metrics, e-CRM, big data

TECHNOLOGY SKILLS Zanox, Spacesport, Master Tag, Media Mind, Alexa, Nielsen, ComScore, Weborama, Google Analytics, Google Adwords, Slides Share, Presta shop, Office, Scribd, Plugins, Cultora, HTML, Salesforce, Excel…

E-LEADERSHIP SKILLS Collaborating & distributing, searching & integrating, influencing & engaging fearlessly in challenges (distributed knowledge, judgment, multitasking, networking, simulation, game, performance, transmedia navigation, collective intelligence) IS DIGITAL · 13

DIGITAL TALENT

4

Generating new professions

Skills are reflected in job positions that are being redefined, in response to emerging needs professionalized. Here’s a brief but useful map: BUSINESS INTELLIGENCE

STRATEGY

IDENTITY

TRAFFIC

CONVERSION

PLANNING

BUILDING

ACCELERATING

OPTIMIZING

CDO

Strategy Service Design

Own & Earn Media Manager

E-commerce Manager

S-CRM Manager

CXO

UX Manager UX Mobile

Web Analytics Manager

Data Analyst

CMO

Web Developer

CIO

Mobile/ App Developer Front End Back End

5

And you?

1. The first thing you should do to improve your personal brand is performing a reputation analysis.

• Ready? Observe and monitor.

You can use tools such as: howtofascinate.com, Social Selling Index, LinkedIn, Namechk.com or Klout.com.

• What are people saying about you? Tweet Deck, Google Alerts, or mention.com.

2. You are unique, but why?

Grab a pen and paper, or open the notes app on your mobile device and reflect on these questions: • Write 3 attributes for your personal brand • Summarize your professional milestones • Define yourself in a tweet • What are you most passionate about?

14 · IS DIGITAL

• Content Strategist • SEO Manager • Social Media Strategist • Community Manager

Funnel Analyst CRO Conversion Rate Optimization

Performance Manager • SEM Manager • Social Ads • RTB • Mobile Mkt • Affiliate Mkt • Growth Hacker

6

Define your goals and challenges Once you carry out this introspective exercise, it’s time for establishing very clear goals: >> What do I want to do?

Dream big... >> What kind of work could I do?

It’s not that easy... >> Where I can add value from day one?

Opportunity! >> What company and job position are my goal?

The right goal >> What are my tools to look for work?

Ready?

Networking time! - Go!

7

Build your personal branding strategy

8

Write your value proposition To do this, we suggest the “golden circle” exercise.

All organizations on the planet know what they do.

They are either the products that they manufacture or the services they offer.

“A brand called you” [Tom Peters] 1. Make your value proposition 2. Identify your target 3. Plan communication 4. Don’t lose sight of conversion 5. innovate

> Find content > Create and select > Share > Engage > Connect > Measure

Some organizations know how they do it. It’s what makes them special and differentiates them from their competitors.

Very few organizations know why they do what they do.

The reason is not making money.

That is the result.

It is a purpose, a cause, a conviction.

That is why your organization exists.

9

Start networking “How to network the right way” [Andrew Vest at Forbes.com] “True networking occurs when there’s an understanding that everyone in the room has equal value. In its purest form, it’s about people enjoying other people, communicating passions and connecting with others who share those passions.”

It’s about listening, figuring out what others need and connecting them with people you think can help, without any designs for personal gain.

The most successful networkers build genuine relationships and give more than they receive.

They go beyond thinking, “What’s in it for me?” to ask “How can I help?”

WHAT HOW

WHY

Now, apply this to yourself.

Here’s a little help... > To become a key professional... > in the ... industry... > specialized in... > and base my value proposition on...

10

And fulfill your dream Work hard Dream big Never give up

KNOW YOURSELF DEVELOP YOURSELF KNOW YOUR WORTH IS DIGITAL · 15

and your shopping cart In early 2018, Amazon opened the doors of its cashier-free supermarket, Amazon Go, at the foot of the company’s offices in Seattle. How does it work? When entering the store, customers scan their phone, and the system uses cameras and sensors to track and identify interactions with products.

This long-awaited opening, which comes with a year’s delay, is part of the technology giant’s plans to expand in the food sector, and develop other store formats. But this bet is not reduced to Amazon Go. Their decisions include the opening of physical stores -in 2017, Amazon acquired the Whole Foods market chain-, and fresh food e-commerce.

Last year, of customers of the leading groups (Mercadona, Carrefour, Día, Eroski, Lidl, Auchan and regional supermarkets) purchased high-volume consumer goods (food, beverage and drugstore products) on the website of the American group, according to figures from Kantar Worldpanel.

16 · IS DIGITAL

or the super mobile broadband Castelldefels-Madrid. This has been the connection of the first fifth generation mobile phone call in the world using the NSA commercial standard specifications (Nin Stand Alone).

Carried out by Vodafone and Huawei, it featured a computer from the innovation center in Castelldefels one side of the “line”, and the then Secretary of State for Information Society and Digital Agenda, José María Lasalle, from Madrid, on the other. Lasalle also announced that the National Observatory for 5G, one of the most important points of such agenda, will be endowed with a million euros.

There is a lot of money at stake. 5G will allow, among other things, navigating ten times faster than now, watching streaming channels with better quality, and taking advantage of other services that require a great amount of bandwidth. But, before that, it is necessary to auction space in the different bands, and resolve the issue of the second digital dividend, moving the DTTV chains to release certain frequencies. This, according to analysts from Barclays, will involve an estimated investment of 1.53 billion euro by the operators on the two major auctions alone.

According to data published

by The Economist, in 2017,

consumption of mobile data in Spain grew up until 4.2 GB per month, on average. These figures open the door to unlimited mobile data packages in our country.

We can all be

design thinkers Complex situations arise in organizations increasingly often, and they require to be resolved in a multidisciplinary way, to reach strategic solutions. Design thinking has emerged in that scenario, a concept that, far from what its name might make to think, is not a sole preserve of designers.

“A methodology to develop people-centered innovation” Although there are multiple definitions, we are talking about a discipline that some have defined as “a methodology to develop people-centered innovation”, or, put it another way, any process that applies the methods of industrial design to other situations, with a human approach and the creativity of different team profiles, to bring innovation to all angles of the business. There are different models, from the more intuitive to the more structured, and there are even those who prefer to speak of “hybrid thinking.”

Direct-to-home

printing

MIT has included 3D printing in metal on its list of the top ten technologies for 2018. And experts believe that 3D, whatever the material used, is the gateway to custom manufacturing.

Today, it is more present than it seems, from industry to households, in rather diverse areas, such as the healthcare sector, and the automotive and construction industries. In fact, the market for 3D-printing devices has grown over 40% in 2017, according to a study by the consulting firm Context.

Do you strive to be a maker but still don’t know how desktop 3D printers work? In essence, its main technology is based on fused deposition modeling, in which a filament is fed into a liquefier and molten, to be then placed layer by layer upon a printing bed.

The market for 3D printing devices has grown over

Major trends

in cloud computing of the company operations already take place in the cloud and IT managers estimate that this figure will exceed 40% by 2020, according to a report prepared

by JP Morgan, and published by Cloud Computing.

The question is no longer whether the cloud is used, but what percentage of technologies migrate to this system in each company, and which model is used, be it public, private, and hybrid.

This latter is one of the great bets for experts, together with that of a multi-cloud world, which lays aside the situation in which a single cloud operator worked exclusively with a company, according to Ticbeat.

The specialized portal also points out that the reasons to adopt this philosophy, include cost reductions (60%), followed by productivity, the consolidation of data centers, and the enhancement of agility and general business innovation.

IS DIGITAL · 17

SECCIÓN

A DAY AT... GOOGLE

Much has been written about working at Google, but what’s fiction and what’s real? We found out first-hand with Javier Martin, Regional HR Director of the company for Iberia and Portugal.

Silence

is the first thing that surprises us upon arriving at Google offices in Spain and Portugal, which occupy three floors at the top of the Torre Picasso, in the financial heart of Madrid. We were expecting loud creative geniuses, but instead, we found serious professionals, capable of conveying an infinite calm.

18 · IS DIGITAL

A DAY AT...

Javier Martin, Regional HR Manager, is no exception. With his calm voice, he welcomed us for our visit, and satisfied our curiosity. “It’s a physically pleasant environment,” he recognizes, claiming that such an environment boosts better results, stimulates creativity, promotes communication, and allows them to be themselves, and to even raise a flag should someone speak too loud.

This silence is supported by the light that floods all over the place.

Each person has its own place, in posts located close to large windows from which you can see part of the city. “We don’t want natural light to be limited to those who are in the meeting rooms. It should be enjoyed by those who are working,” says Javier. There is only one office, and it belongs to the General Director.

And, when she is not in, anyone can go in and use it.

However, the most common option for holding meetings is using one of the multiple sound-proofed booths, with capacity for one to four people, which allow isolation for finding inspiration or exchange views, whether face-to-face or virtually. We sat in one of them with our guide, who revealed that this last modality is essential at Google, where 20% of employees do not have their direct boss at the office, and in most than 50% of the cases, their boss’s boss is not there either, which increases the dialog level with people from other countries significantly. Although they are aware of their advantages, they say they do not believe in presenteeism, “but in

results.” Javier himself is an example of this: “I led Dubai for a while, and went every four months, because everything could be done via videoconferencing.”

In this sense, there aren’t working times or telework policies. “There is common sense. We don’t like setting precautionary rules. There are moments when we actually encourage working from home, for instance, on Easter Monday,” says Javier, who, for example, organizes his day to be able to go to the gym mid-morning. Hence, googlers often take their children to school, and there is usually no bustle in the office until 9:30. But there is nothing set on stone. Here, the principle of responsibility prevails, and this also entails knowing oneself well.

Self-responsibility Leaving the booth, we confirmed that the space is sprinkled with multiple spaces designed for meetings, for example, the couch area, or the cafeteria. Food is complimentary, but the aim is not only to provide a social benefit to employees, but to encourage people to get together.

In fact, when joining Google, it is common to hold the first informal internal meeting while having breakfast at the cafeteria. Featuring an industrial design, but extremely cozy, we too made a new stop on our way to chat, coffee in hand, about the facts and fiction of this tech company. Because Google combines the features of a very large company with almost 80,000 employees, with the “self-service” company concept,

GOOGLE’S GREATEST MOMENT If I were to highlight an unforgettable occasion at Google, I’d say it’s the “Thank God, it’s Friday” (TGIF). When the company was smaller, the founders, Larry Page and Sergey Brin, would order pizzas on Fridays, and talk about how the week had gone. Now, the TGIF is held at a cafeteria that holds 2,000 people −new hires have priority−, but Page and Brin still go to answer any question employees may have, while engineers create live memes and project them on a screen.

In Spain, this activity is led by the Country Manager, Fuencisla Clemares, every Friday at noon.

in which employees have the power to decide on their training, their projects, and ultimately, their future.

“When you choose what to work on, you put all your heart into it,” says the director.

These professionals are organized by departments, with three main areas, the largest of which is digital advertising, or how to help companies to develop their business, which is supported by the marketing

IS DIGITAL · 19

A DAY AT... team, as well as by the cross-office departments. Aside from this hierarchy, the matrix structure also has an important role, as your goals don’t depend only on you. “One of the things that we look for in candidates is their leadership skills, understood as the ability to mobilize other departments, that have their own goals, to help you achieve yours,” says the HR Director. This means that collaboration multiplies.

This ecosystem is reflected in the peer review −the performance assessment that co-workers who do not belong to their team carry out−, or the peer bonus, a bonus that anyone can give to another professional (up until four per quarter) to thank a gesture. The most special one for our Cicerone was after a

work-home, home-work routine.

“We want their minds to clear up.

It is a win-win situation, because they will become more creative, there will be less absenteeism, they will perform better, and be happy.

“And one way to do that is encouraging hobbies,” he says, while wondering, “Are we a great place to work because we care a lot about people, or is it that we care a lot about people, and that makes our company a great place to work?”

The Executive answers with the company’s low turnover index. Because at Google, as it happens at any good engineering company, you either convince with facts, or you don’t.

Experiences or intuitions are not useful. There’s even a People Analytics department, which collects all kinds

AT GOOGLE, AS IT HAPPENS AT ANY GOOD ENGINEERING COMPANY, YOU EITHER CONVINCE WITH FACTS, OR YOU DON’T conversation with an employee with many doubts, because she had received an offer from our competitors. Not only did she stay at the company, but she was promoted several times. Today, he remembers this memory with pride, as we leave the cafeteria to continue discovering colorful corners and chatting about his role as boss at Google.

In an organization where “every employee is master of his/her future,” managers also act as coaches and mentors. This demands a thorough training. There is a philosophy of attracting the best talent, and to make it as diverse as possible, not only in terms of gender or race, but also in terms of ways of thinking, so that many customer profiles are represented.

Other criteria followed during recruitment include searching “intellectually restless people” who, in addition to doing their work well, are curious, and whose life is more than the ubiquitous 20 · IS DIGITAL

of information related to the culture and work spaces, and analyzes it to make Human Resources decisions be based on data. From the size of the dishes, which have the ideal diameter so that you don’t put too much food on your plate or have to queue twice, to dealing with more relevant issues, such as a 3-month paternity leave, or the gradual incorporation of women after maternity leave . “This is not about saying: ‘How cool!’, but to perform an analysis to determine what the ideal time after the impact of having a child is,” argues Javier.

A philosophy that this professional applies even when asked if working at Google makes him happy: “Happiness is an individual decision. As a company, we don’t have the goal of making people happy, but of making everyone aware of what they have.

We create an environment in which you can have the foundations to be happy. But the decision is yours.

And today, I decided to be happy in Google.”

Out with the myths We come loaded with questions, inspired by the constant rumors surrounding this computer giant. Our first task is to remove, one by one, the great myths about Google: People can devote their time to what they want. Regarding this myth, Google has an 80/20 philosophy. This means that they should devote 80% of their time to work, and 20% to do things that are “good for them, Google or society.” This is how Gmail was created. Another iconic case is Clara Rivera’s, who worked at the Madrid office, when she thought about digitizing and geo-locating the most important works of the Prado Museum, which has become a global project with works of art all over the world.

It’s a company for engineers They represent a high percentage, but there are also some 30,000 employees who come from other areas: clerks, lawyers, financial experts... “You should be into technology, but you don’t have to be a geek.”

They make really strange questions during the selection process, and they only hire people with an IQ of over 140. We look for people who are good and ready, but above all with the ability to bring questions and, once inside the company, to build replies.

Only 22-year-olds work at Google. The average age is 35, but also the HR Director states that people over 40 join the company. “We have an inclusive culture. It is not a matter of age, but of vital time. Sometimes, it’s time to travel and try new things, and others, to spend two years on a project.”

GOOGLE IN FIGURES

50%

250

EMPLOYEES

MEN

WOMEN

AVERAGE AGE OF

20%

FOREIGN EMPLOYEES

50%

35

YEARS

14

NATIONALITIES

IS DIGITAL · 21

FOCUS

SOCCER: TOWARDS DIGITIZATION Few things make the world quiver as much as the king of sports. But that passion cannot be dissociated from the course of time, and aspires to score a goal to digital transformation.

If someone had to score the degree of maturity of digital transformation in the soccer world, Rodrigo Miranda, Managing Director at ISDI, turned into an exceptional commentator, would say it’s just plain low. Despite this, “there are indeed a number of aspects in which the soccer world is taking advantage of digitization.”

Mainly, the lack of intermediation by players, who bypass the mainstream media to communicate directly with fans, the intervention of clubs in the digital interaction

22 · IS DIGITAL

dynamics and, internationally, the possibility to attract audiences that transcend the countries where those teams were born.

“Digital transformation is inherent to ending borders. Content development in any language, channel and platform, especially with global audiences, is natural.”

Soccer’s digital transformation is a not a new process. Rodrigo Mirada points to three paths: e-commerce, namely, “how clubs maximize and monetize captive and passionate audiences;” the actual management of rights, with pure players like

Amazon, Facebook or Netflix bidding for the leagues’ rights, which “will generate a major change;” and the digitization of clubs themselves that “in the last two years have become true entertainment entities”. It’s the case of Peter Moore, who left his job at Electronic Arts to become Liverpool’s CEO. In addition to the opportunities for clubs and competitions, team sponsors, such as sports brands, come into play. Their great challenge is to be able to transform this advertising action in a digital interaction and channel it into sales.

To complete this process, the king of sports has a great strength: its ability to generate a very high level of engagement. But also has weaknesses, such as scarce professionalization, or some decision-making parameters based on the colors, rather than on the business vision. For Miranda, “soccer is a business, within which the digital aspect is increasingly important.”

“YOU NEED PROFESSIONAL AND DIGITAL TALENT IN CLUBS, LEAGUES AND THE SURROUNDING SOCCER ECOSYSTEM”

Rodrigo Miranda Managing Director at ISDI

TECHNOLOGIES

already present on the playing field For Rodrigo Miranda, Managing Director at ISDI, two technologies have the greatest impact: CRM and those associated with an enriched experience inside the stadium (beacons, QR codes, augmented reality...), as well as fan interactions through the second screen.

The Internet of Things has been little exploited, but “we will pretty soon see biometric sensors in players that will inform us, for example, of a top-level striker heartbeat, when throwing a penalty,” Miranda says.

The debate on technology and referee decisions will be addressed during the extra time. “Whether certain experience would subtract resiliency and continuity to its flow is still under discussion,” explains ISDI’s Managing Director.

OVER

90 minutes “The machinery behind soccer is too expensive to be exploited in only 180 minutes a week.” What Rodrigo Miranda senses is a little more continuous and gradual use. “Soccer’s media transformation lies is recognizing and exploiting the different territories of communication and value content that it generates.”

A GAME

for all ages “Lower division clubs will use digital media in a more accurate way,” says ISDI’s Managing Director. However, he also warns about cases of match fixing, and believes that “technology will have to ensure it’s a clean sport.”

IS DIGITAL · 23

“We are preparing the club for the digital world in which we live in” The emotion of the moment Liverpool F.C. is experiencing an exciting time in its digital transformation. “We have already defined our objectives and strategy at general level, with a good understanding of the opportunities and difficulties.”

It is now time to focus on two requirements: “the equipment and infrastructure required to carry out transformation” and “the growth of digital capacity, fully entering the phases of planning, implementation and selection of technical partners.”

The goal “Creating a digital platform integrated with unparalleled experiences and services in the world of sport, which can compete (or be integrated) with the best entertainment platforms”, focusing on fans as the main clients, followed by the internal business areas, and sponsors and partners.

Ultimately, “preparing the club for the digital world in which we live, with the tools we will need to adapt to the changes that will surely come in the future in real - time.” The economic benefits are huge, but flow from a holistic and long-term strategic vision.”

Strategy “Transforming the entire club, aligning all aspects of the operating and 24 · IS DIGITAL

commercial model to the digital future.” The priority areas for the Liverpool F.C. include marketing, media and technology, but see them as a cross-cutting movement.

Audience on social networks They are close to 55 million fans. “Clubs and social networks compete and/or collaborate without much consistency. The entire ecosystem is trying to define

the best model, but this is challenging when we all are dealing with so much uncertainty and disruption.”

The Internet of Things at the stadium This is a pending matter. “It’s important to digitally integrate the experience at the stadium not only for the fans who are physically there, but also for the millions who follow us from all over the world.”

FOCUS

“The goal, at the digital level, must include globalization” Goals “Promoting LaLiga brand in different markets, speaking different languages, and bringing content to the needs and interests of each audience.”

Strategy “Putting the user at the center of each of our digital proposals.”

• Laliga has a 24/7 presence in social networks. The approach is “glocal”, with a common and easily recognizable message anywhere in the world, while speaking to the audience in their own language through the provision of relevant content in their region. Moreover, it is also based on a “nutritious” (interesting information or data), and “delicious” content (focused on the pleasure brought by soccer).

• Main Target: digital fans (heavy users) • At commercial level, they avoid tactical monetization agreements.

• They provide digital training to clubs through workshops, and support them so that all LaLiga clubs have a mobile app with a style similar to theirs.

LA LIGA’S DIGITAL SCOPE

40,1 MILLION

USERS ON FACEBOOK

7,1 MILLION

USERS ON INSTAGRAM

3,8 MILLION

USERS ON TWITTER

2,3 MILLION

USERS ON YOUTUBE

1,5 MILLION

USERS ON WEIBO

Big Data LaLiga has recently created a Business Intelligence & Analytics Department. Its mission is to centralize, organize, prepare and provide all the necessary information to make decisions based on data, following the business model of those who already use Facebook, Netflix, Amazon, Google or Apple, among others.

10.000

USERS ON WECHAT

LaLiga is the fastest growing league in terms of new followers, and growth percentage in the 2017 / 2018 season worldwide.

Ball

INFLUENCERS

If for Rodrigo Miranda players are incipiently starting to work on their reputation, in some cases, with the support of agencies, for Luis Cuenca, head of Digital Media at Bay international −one of the major ‘super-agencies of Spanish soccer’−, these athletes are responsibly managing their profiles, “aware that they are inevitably linked to their professional activity and the communication codes that prevail in it.”

Soccer players are the public figures with most followers. When managing these large accounts, Cuenca explains that the external and personal dimension are combined to set up “a basic plan that they follow to make their digital reputation as positive, authentic and relevant as possible.”

Looking to the future, the challenge is the arrival of a digital native generation of players. “To achieve a high level of relevance, the need to modulate these digital social habits to the new reality and responsibilities of being a public figure, or even reference of their club or national team, emerges,” he said.

As for the relationship between players and brands in this digital era, the executive considers that there has already been a disruption and “the future, perhaps, will entail increasing the scope and performance of campaigns through content, putting the player and the brand at the heart of a high-quality and mutually beneficial story.”

IS DIGITAL · 25

DIGITAL TRANSFORMATION

“ONLY 2% OF COMPANIES SIMULTANEOUSLY MAINTAIN INNOVATION AND EFFICIENCY. THE FUTURE WILL BE THAT 2%” Rosa García CEO & President at Siemens Spain

26 · IS DIGITAL

Javier Rodriguez Zapatero talked to Rosa García about the cultural transformation that the company is currently living in Spain. A process about which, Rosa speaks with honesty and enthusiasm.

Javier Rodríguez Zapatero: It is a pleasure to be surrounded by so much technology and, especially, talking to someone who understands it so well. What does it feel to be the leading executive of a company like Siemens?

Rosa García: First of all, I feel proud to represent the heart of so many engineers that get up every morning thinking about putting technology at the service of the society, making it more sustainable. However, I sometimes feel rather small, because when you are in the world of technology, you know you are only a fraction of it.

“WHEN I ALREADY KNEW MORE ABOUT THE SOFTWARE WORLD, I WENT INTO SIEMENS AS A LITTLE GIRL, WITH 47 YEARS OLD, TO LEARN ABOUT HARDWARE.”

J. R. Z.: You’re passionate about what you do...

R. G.: I have based my career on democratizing technology and on making changes happen everywhere in the planet. It happened when I worked at Microsoft. And when I already knew more about the software world, I went into Siemens as a little girl, with 47 years old, to learn about hardware.

J. R. Z.: I also share your view that youth is in our minds and our passion. Tell me about your transition from a software company to an engineering company.

R. G.: I was hired to start a cultural change in Spain. I think I’m able to bring a fresh look. For example, I’ve been at Siemens for seven years, and I twitted back then. Today, Siemens is the B2B company with most followers, and is the only one that sells through Twitter. We have achieved a perfect symbiosis.

J. R. Z.: Society is changing. How are you addressing this?

R. G.: The digitization process did not appear as a result of more technology being available, but because our clients’ clients have different expectations. What do they expect? A

customized, increasingly technological product, although this sometimes means simplicity. And they also expect innovation to come in faster waves, at a lower price. If you keep applying yesterday’s techniques to today’s customers, you will not be able to respond. We need to analyze what tools are there to create that new product that will make me keep my clients, and do it in such an efficient way that it will remain in market share. Only 2% of companies worldwide are still able to maintain this innovation and efficiency at a time. The future will be that 2%.

J. R. Z.: The change is huge...

R. G.: We were a manufacturing company, and industrial companies work by following orders in the most efficient way. Suddenly, companies need to make sure that said innovation starts to flourish everywhere. How do we relate with startups? How can we make collaborators who were used to obeying to start raising their hands? Gaining speed? It has been a tremendous cultural change.

J. R. Z.: You are fully convinced...

R. G.: We have 375,000 convinced hearts.

IS DIGITAL · 27

SECCIÓN

“I INVITE MANAGERS TO GET OUT OF THEIR COMFORT ZONE. AND THEY WILL DISCOVER A WONDERFUL WORLD: THE WORLD OF TECHNOLOGY”

J. R. Z.: Haven’t you faced any resistance to change at some point?

R. G.: I did, initially. Companies sometimes cling to their past success, and think that this will be enough to ensure their future success. Honestly, that is not the case. The good thing about Siemens collaborators is that they share our respect and love for the customer, curiosity and commitment to excellence. It is hard for them to take the first step, they see a void ahead of them, but once they do, they make the largest leap forward.

J. R. Z.: What are the capabilities that have changed most significantly?

R. G.: The first, and one of the most complicated ones, has been empowerment. They were used to taking orders, and now they have to act as if the company belonged to them. We have not only told them this, but that we have implemented actions for all employees. The following capability was feedback. Both at the management level, where we provided more information about where and why we were going in a specific way, and at the collaborators’ level who, according to the context, need to make the best possible decision within their field of action. Once we managed to go through those two phases, everything else has come naturally.

J. R. Z.: You have applications that are used by employees to make those decisions. Tell us a bit about that...

R. G.: For some people, Data analytics seems like something super secret, exclusively meant for senior managers. It’s not like that at all. If you’re empowering 28 · IS DIGITAL

collaborators, you must give them access to all the data in their field of decision. In the 21st century, it is key to have a very clear strategy, to determine the tactics for the year, to measure, and change. Because you need to iterate, iterate, and iterate.

J. R. Z.: I’ve heard you talk about competitiveness and education on many occasions. It is one of the passions we share...

R. G.: I wanted to be a math teacher [laughs], and I think that at some point I will end up giving lessons...

J. R. Z.: What is the role of education in a country, especially with the ongoing process of digital transformation?

R. G.: It is very important. What my 12-year-old daughter studies today will not be, in my opinion, useful when she starts working, but I hope that she will be taught to learn by herself, to know where to extract information, to create her own content, and to love knowledge. And once someone enters into the labor force, employers are responsible for giving opportunities for people to keep on growing. Otherwise, in the end, we will create a separation between those who are able to adapt to new technologies and those who are not.

J. R. Z.: What is your most distinctive ability as a leader?

R. G.: Firstly, resilience. I am like a drop of water falling once and again on a rock. In general, I rarely give up when I see things clearly. Secondly, I like to devote some time to explain, excite, and unite our resolve. And then, transparency, the context, the ability to make decisions.

DIGITAL TRANSFORMATION

Siemens: 170 years of life “The history of Siemens is beautiful,” says Rosa García, who told us the story about how the company was born 170 years ago, with the invention of the telegraph in a world yet to go global. “Siemens started to lay lines, first in Germany, and very quickly in other countries in Europe and Asia.” Then came the United States: “Imagine laying a transatlantic cable, without any cuts. We had to create everything from scratch, design the boat and cross the ocean.”

Once this challenge was met, Siemens started looking for other global challenges. “The company has always followed that path. The moment when the technology developed by the company becomes mainstream, it starts seeking new major problems to be solved by engineering,” says Rosa García. Today, its solutions respond to situations like longevity, migration to cities, industrial globalization, or energy. For the President of Siemens Spain, “these are the things that make us get up every morning, and which have made us survive over the past 170 years.”

J. R. Z.: You seem to be excited with your work at Siemens, but if you were not here, where would you be?

R. G.: As leaders, we are required to leave our legacy.

Not because we know more than anyone else, but because we’ve reached a point in which we may disclose our “embarrassments.” To be able to meet and help young people to flourish, telling them what you know, but also about all the times when you failed, is something that I would like to do. I think that at some point I will end up teaching.

J. R. Z.: At ISDI, we often say that everything is going so fast that we are inevitably going to have

to feel uncomfortable, but it’s so exciting, that if we are able to see that, we will move forward.

And I think that you feel more excitement than discomfort...

R. G.: There are executives who think they will overcome new challenges by blinding their eyes. But this wave is here to stay. I invite them to get out of their comfort zone. And they will discover a wonderful world: the world of technology. I invite CEOs to be brave, to learn more about technology, to embark on personal growth challenges, and to learn to enjoy those first small steps, which, in a few years, will make up a race. It is an adventure they should not ignore.

Profile Rosa García (Madrid, 1965) is a mathematician by calling, but has developed his career in multinational companies, including NEC, WordPerfect and Microsoft, where she held various positions at national and international levels over nearly 20 years, including the presidency of Microsoft Ibérica, and the vice-presidency of Microsoft Western Europe for Consumer & Online.

In 2011, she was appointed President of Siemens Spain, a position that she combines with the non-executive presidency of Siemens Gamesa Renewable Energy, since last year.

She is also a member of several boards, including those of the Spanish Association for the Advancement of Management (APD), the European University of Madrid, and Carlos III University of Madrid, and a former member of Acerinox and Bankinter’s boards. She also chairs the German Chamber of Commerce for Spain.

After more than 25 years of experience in the technological areas, she has received numerous awards for her career. Enthusiastic and friendly, she is married and has three children.

IS DIGITAL · 29

AGENDA

SEP JUL Madrid 5.07.2018 Retina workshop / Creative industries A session aimed at professionals in the creative industries, which are being transformed by technology, allowing to explore new creative possibilities. http://retina.elpais.com 12.07.2018 Building a Digital Brand: The Burberry Case by Craig Crawford Visit ISDI’s website for details on how to register for this free webinar by Craig Crawford on the Burberry case: “How a dinosaur embraced digital transformation.”

[ISDI]

Master Internet Business (MIB) Admission is now open for the Master on Internet Business, a comprehensive program for the transformation, professionalization and specialization of digital businesses.

Its tenth edition will start in Madrid on September 20th, and in Barcelona on October 18th. [ISDI] Tenerife, 20.09.2018 to 22.09.2018 II Digital Canarias Annual Conference on digital marketing aimed at marketing experts, microenterprises, and entrepreneurs, to take place at the Infanta Leonor de Arona Auditorium, in Tenerife. http://canarias-digital.com/ Madrid, 27.09.2018 to 14.06.2019 Digital Master Business Administration (DMBA) The Digital MBA is a unique program created by and for promising young artists seeking to become future leaders of the digital society.

[ISDI]

16.07.2018 Trailhead: App builder hands-on 6-hour training session aimed at companies and professionals who want to improve their experience in the development of customized applications in the Force.com platform. [ISDI] http://programs.isdi.education/ trailhead-hands-on-app-builder

Madrid 28.09.2018 Talent Summit The annual meeting to bring together HR experts and the best technological startups related to talent management. http://ftransformaespana.es/ milo-portfolio/talent-summit/

Alicante, 27.07.2018 SEO Plus Congress 2018 The Auditorium of the University of Alicante will host “the SEO battle you’ve been awaiting,” an event that brings together speakers who work at all levels, from Black to White Hat. http://seoplus.tv/congress-2018/

Valencia, 29.09.2018 DMS Valencia Professionals from the digital marketing, social media, personal branding, blogging, –copywriting, SEO, and the advertising world, among others, will meet at the auditorium of the Palacio de Congresos in Valencia. https://digitalsocialmarketing.es/

30 · IS DIGITAL

OCT Madrid, 4.10.2018 to 6.10.2018 South Summit This global platform focused on business opportunities, connects the major players in the entrepreneurial ecosystem: the innovators of southern Europe and Latin America, with the most powerful investors companies in the world. https://www.southsummit.co/ Madrid, 9.10.2018 to 10.10.2018 World Business Forum This two-day event brings together thousands of restless minds who share the same passion for business at the Palacio de Congresos in Madrid. A unique inspiration, learning and networking experience. www.wobi.com/wbf-madrid Barcelona, from 16.10.2018 to 18.10.2018 The IoT Solutions World Congress An event dedicated exclusively to bring together providers of the Internet of things with the industry, with a mission to accelerate productivity through disruptive technologies. http://www.iotsworldcongress.com/

Madrid, 25.10.2018 to 26.10.2018 eShow Madrid For two days, Pavilion 6 of Ifema Convention Center will be the meeting point for professionals of the on-line world: customers, partners, investors and competitors in the sector. Last year, over 12,000 people took part in this event. The 2018 eShow Madrid conference program will focus on areas such as AI applied to e-commerce, the food industry, Black Friday, marketplaces, and the stores of the future, among others. www.the-eshow.com/madrid

NOV Silicon Valley, 12.11.2018 to 16.11.2018 International Seminar Digital Transformation (ISDT) A one-week seminar in Silicon Valley for professionals who want to lead the digital transformation process in their own companies, or investors and entrepreneurs who want to travel to the center of innovation in the digital ecosystem. [ISDI]

Madrid 18.09.2018

Retina LTD 2018 The Nouvel conference halls at the Reina SofĂ­a Museum will host a new edition of Retina LTD, the annual meeting for leaders of digital transformation who want to delve into a strategic and global view, accelerate changes in their organizations, and be up to date on the latest technological trends. This event will bring together some of the most influential leaders from various sectors, throughout a day divided into two sessions. The morning session will

analyze the different areas of digital disruption in organizations: strategy, organization and technology. The afternoon session will focus on specialists, with different spaces where topics related to the acceleration of the adaptation to the digital business in different areas in parallel, aimed at technology, marketing, human resources and legal professionals. http://retina.elpais.com IS DIGITAL ¡ 31

OPTIMISTIC ATTITUDE

DAVID CALLE,

THE YOUTUBE TEACHER

This engineer discovered his passion for teaching and opened an academy, but he usually came back home frustrated, because he felt he didnâ&#x20AC;&#x2122;t had enough time to explain everything his students needed to know. Furthermore, the economic crisis did not allow many of them to afford his classes. This led him to record videos and upload them to YouTube. Today, his channel, Unicoos, has more than one million subscribers. David Calle was a finalist for the Global Teacher Prize, and was chosen by Forbes magazine as one of the 100 most creative people in the world.

32 ¡ IS DIGITAL

He sees

himself as a “realistically optimistic” person. David Calle welcomed us at his house’s attic, turned into an office from where he records his classes which, according to YouTube, have been viewed more than once by 20 to 30 million students. He assures that, if this hadn’t been the case, he would have given up three or four years ago and closed Unicoos, when it didn’t generate any revenues, but required 10 to 12 hours of daily work.

Then, as today, the driving force of his optimism lies in the energy boost that students give him. David receives daily messages from students, but also from their parents or teachers, thanking him for his help. This engineer, who would not trade his teaching vocation for anything, transforms those messages into a life lesson: “If we have a problem, we must fight.”

He admits that he has never given up: “I always thought that the day in which we would get those resources would come, and it’s happening little by little.”

was unemployed. I went back to the academy, and haven’t stopped since then, because I found out that I enjoyed teaching much more than being an engineer,” he says.

Now, he is conveying his passion to others. “Although science may seem boring, almost all the jobs of the future will have to do with mathematics, physics, artificial intelligence... If they prepare for that, they will be the protagonists of something very cool.

Otherwise, they will not have the same opportunities as others, and will be mere spectators,” claims David.

“I UPLOADED MY COLLEGE MARKS, SO THAT THEY COULD SEE THAT I FAILED MANY TIMES WHILE STUDYING”

Fascination with science This Star Wars fan admits that he has been a science geek since childhood.

But when he was in high school, he failed math, and enrolled in an academy. “I rolled up my sleeves, I had a wonderful teacher who helped me score a 10 on my university admittance exams. I studied Telecommunications, while working at that very academy. When I finished, I started working as an engineer, but by 30, I

What is your formula to motivate them? On the one hand, he tries to show his students that, if they make an effort, science is actually easy.

“When, after doing lots of exercises, they start getting them right, they feel motivated themselves,” he explains. On the other hand, he tries to connect those “letters and numbers”

with real life, “with superheroes, video games, with Cristiano Ronaldo, anything. “If you tell them that the parabolic movement is what allows them to commit fouls in the Fifa videogame, they start to see it as something fun.” This perspective is one of his strong points, and is collected it in his second book, “¿Cuánto pesan las nubes?” [“How much do clouds weigh?”], fresh out of the oven.

Failing to innovate Since David Calle seems to have found the formula for stretching the hours of the day, in addition to being a teacher at the Academy and on YouTube, he’s a University professor, lecturer and writer. His first work was titled “No te rindas nunca” [“Never Give Up”], and addresses one of the issues that most concern us when we start learning something new: failure.

His way of managing failure is by not demonizing it: “I uploaded my college marks, so that they could see that I failed many times while studying.

Only those who try to do things differently fail.”

If you want to minimize risks, the only way to do so is rolling up your sleeve, and studying, both in the classroom, and in life. Nobody escapes bad luck: “Tesla, who was a fabulous scientist, had many problems. Edison almost gave up on his project.” This is why he tells his students that “what really makes people valuable is their ability to overcome failure.” His Twitter account is witness to this philosophy and states “fail again... fail better.”

Math for everyone ISDI Foundation and David Calle are working together on a social impact project: captioning his videos in Arabic, so that young children arriving in Spain from Arabic-speaking countries have the opportunity to learn Math and catch up at school. David puts us in context: “Imagine a 12-to-14year-old kid who comes to Spain and only speaks Arabic in a math class. It’s an awful experience for them.” The next phase of the project is to make these resources reach refugee camps to continue education of displaced children.

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The evolution of digital wages in Spain Wages earned in the digital environment grow well above the average of the economy. So much so that they have increased 15% between 2014 and 2016. This percentage climbs up to 20%, if we look specifically at the payrolls of senior professionals and managers. These are some of the main conclusions of ISDI’s Wage Observatory.

The average industry wage is € 53,194 gross per year, although the most common salary in the sector is around € 30,000 annually.

The landscape of corporate training Continuous technological innovations are having an impact on the corporate training trends.

According to the study “Training on the job 2018”, performed by the Udemy platform, these are some of learning trends for 2018: • •

• •

Application of algorithms to analyze employee learning patterns.

Training through mobile applications.

Augmented reality, virtual reality and 5G are levers driving this habit.

Impact of the multi-generational dimension of the organization on training.

Shortcomings by areas. Technical departments seek to reinforce “soft” skills, while marketing and HR focus on the analytical ones, and customer service teams on communication and data management skills.

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AVERAGE DIGITAL WAGES BY CATEGORY (ANNUAL GROSS):

Managers: € 56,474 + 7%

Senior Management: € 90,000 + 20% Technicians: € 25,533 + 12%

Intense spring at the IMPACT Accelerator Last April, 14 startups selected by IMPACT Growth −one of the most recent and successful IMPACT Accelerator programs, the accelerator led by ISDI-, from Europe and beyond, gathered at ISDI’s headquarters in Madrid, for a week of networking, training by experts and growth. And they could meet mentors who will support them on their journeys!

And in May, IMPACT Connected Car launched its first acceleration program with a digital boot camp, which was also held at ISDI Madrid. Fifteen innovative startups of the connected-vehicle sector had the opportunity to meet, become acquainted with the IMPACT team, and learn from the best professionals.

Among them, Soujanya Bhumkar, CEO and founder of Cooliris and former Vice-President of Yahoo Global Alliances.

INDUSTRY NEWS

Digital transformation in the third sector Only 8% of third-sector organizations (usually known as NGOs) have a digital transformation strategy defined as such, although 44% do have on-line initiatives.

This is one of the main conclusions of the study “Digital transformation in NGOs. Concepts, solutions and case studies,” published by ESADE and PwC. MAIN GOALS OF THE DIGITAL TRANSFORMATION IN NGOS

81%

want to reach a wider audience, or expand their social base

61%

aims to improve the internal management of the entity

40%

will promote new programs and services thanks to new technologies

Fruitful relationship between startups and corporations Corporations vs. startups?

Entrepreneurs are the new driving engine of big companies, and proof of this are the examples of companies that acquire, promote, or team up with new projects to generate synergies.

something necessary to remain competitive. Other factors to bear in mind are agility, flexibility, speed and autonomy.

The ROI is strategic.

They are complementary worlds: “68 of out of 100 companies in Forbes’s Global 500 are working with startups,” says Adrián Heredia, current CEO of Byld.

This partnership is not bound to the financial aspect.

Startups gain visibility, scalability, growth and credibility or, in other words, muscle and know-how, while large corporations receive innovation and attract talent,

3.258 STARTUPS According to an annual study by the Mobile World Capital Barcelona, which analyzed the ecosystem at the end of 2017, in Spain, there are a total of 3,258 startups, 34% of which are concentrated in Barcelona (city located in the European top 5 in terms of startups), and 31.5% is in Madrid (which ranks sixth in said list).

34% in Barcelona

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