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5 Reasons You'll Embrace Digital Transformation In 2016

Dinesh Sharma

Without a doubt, the lives of everyone on this planet has been impacted by the digital economy. Approximately 2 billion of us don’t leave our homes without a smartphone in hand. We shop online for almost every conceivable product. And for the 57% who are still unconnected, they are benefiting from a growing social community that is exchanging ideas, influencing governments worldwide, inspiring change, creating awareness of injustice, and coordinating aid to those in need.

At the same time, a growing number of companies are extending the possibilities of hyperconnectivity. Kaeser Kompressoren is embedding sensors in its systems to predict potential breakdowns and generate revenue by tracking the volume of compressed air consumed by its customers. Haier Asia is doubling up its digital platform to get closer to its customers and give them exactly what they want. Even Europe’s second-largest port found a way to increase capacity by 150% without physically expanding its bustling facility.

For these companies, digital transformation is not just a strategic move – it’s a fundamental part of their survival and overall business model. In fact, a recent study by the Economist Intelligence Unit (EIU) revealed that 59% of executives view the failure to adapt to hyperconnectivity is their organization’s biggest threat.

2016: The year of real digital transformation

Despite all of this change, we have yet to scratch the surface of the possibilities the digital economy offers. Mark my words: 2016 will further prove the transformational power of the digital economy.

As we prepare to usher in a new year, here are my top predictions of how the digital economy will continue to revolutionize everything:

1. Digital masters will emerge – and win every time.

Companies that digitally transform everything they do and touch will further differentiate themselves from those that just dabble in digital services. Although the EIU reports that 19% of companies are radically changing their business model to seize the opportunities hyperconnectivity offers, they are becoming powerful brands.

Take Nike, for example. The well-known sports apparel company has transformed itself into a fitness and lifestyle brand. By actively engaging with customers through social media, mobile technology, and embedded sensors, it is fostering an empowered community. From tracking diet, activity, and fitness progress to sending reminders to get their customers moving, Nike is making sure that their customers have the support they need – whenever and wherever they need it. 

2. Digital Darwinism will become a significant threat.

Technology and society are evolving at a pace that is simply too difficult for many organizations to keep up with.  In fact, according to some predictions, 40% of the Fortune 500 are expected to no longer exist within 10 years if they do not evolve soon.

To survive, companies must be not only the strongest and the most intelligent, but they also must adapt to change.  We have all seen this firsthand as we spent the last 20 years saying goodbye to brand leaders that resisted the call and opportunity to digitize. So for the 81% that are not taking digital transformation seriously, make 2016 the year you start to get serious.

3. Digital transformation will be pervasive across every area of the business. 

To be truly transformed, companies must go beyond window dressing the customer experience, embedding a few sensors to monitor production, and monetizing a service with digital technology. They must reach deep into the bare bones of the company, going as far as human resources and finance and as high up as the executive boardroom.

Digital transformation is just the enabler – real change happens when the business culture, leadership, and processes of profit centers and cost centers embrace it and evolve with it. The cloud, mobile technology, networks, and analytics present every business area with a unique opportunity to gain greater efficiency, perform instant data analysis, and achieve better collaboration. Not only does digital transformation help companies modernize and become an attractive employer brand for younger talent, but it also creates a seamless customer experience, promotes more effective collaboration, and empowers the entire workforce.

One brand that shows the power of such an undertaking is Burberry. Famous for its digital retail experience online and in physical stores, the luxury retailer has taken its personalization strategy to its employees too. By making it easier for employees in all areas to sell the brand to customers, Burberry is experiencing increased engagement across its workforce. And in the end, that means a better customer experience – anytime, anywhere, and through any channel.

4. The sales funnel will disappear – for good.

For decades, the sales funnel has been used as a visual representation of separating qualified buyers from the rest of the prospect pool. However, thanks to the Internet and social network, the sales process has accelerated to the point where the funnel is no longer relevant.

CEB recently uncovered that the average buyer is 57% through the purchase decision process before their first interaction with a sales representative or channel. Plus, companies only have 12% of their customer’s mindshare through the buying experience.  As a result, customers tend to fall through the funnel undetected and without a defined journey.

Through digital transformation, sales and marketing can better address this issue by providing multiple touch points that can make the brand accessible to every existing and potential customer – no matter the path taken. Along the way, data should be collected, consolidated, and distributed across the enterprise to provide insight and power decisions at the moment of the interaction.

5. Cryptocurrency will pave the way for better data security. 

Bitcoin. Drones. Virtual reality. Cloud. All of these emerging technologies has drawn a fair amount of press lately. However, there are always naysayers fearful that these innovations will not measure up in terms of protection from cyberattacks and data breaches. And probably the most eyebrow-raising one of all is cryptocurrency. However, Bitcoin has included a level of security into its ecosystem: The blockchain.

Through redundancy, computational compliance, and high-speed processing, all transactions are logged on a publicly available general ledger and copied across thousands of servers. When a transaction is initiated, every one of those servers must agree that the information given is accurate. Should someone try to cheat or hack into the ecosystem, it will be rejected as soon as the new account identifier is detected to be unidentifiable.

Is it possible that someone can work faster than these servers? According to The Economist, it is nearly impossible to generate a new version of the blockchain quick enough to overtake more than half of the servers controlling it. As computing power and speed increases, so will the servers’ ability to process information faster than the most-competent blockchain miners.

What do you think of these predictions? Dust off your crystal ball and share how you foresee the digital economy evolving!

 

Learn more about what’s possible for your business in the digital economy. Check out these reports detailing the Economist Intelligence Unit’s research:

 

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About Dinesh Sharma

Dinesh Sharma is the Vice President of Digital Economy at SAP. He is a GM-level technology executive with leadership, technical innovation, effective strategic planning, customer and partner engagement, turnaround management and focused operational execution experience at both large enterprise and startup companies. Share your thoughts with Dinesh on Twitter @sharmad

History Of Digital In 3 Business Cards

James Marland

Look carefully at your old business cards; they tell the story of an increasingly digital world.

When I got new business cards through the years, I always kept one and flung it in the back of the “rummage drawer” of my desk. Recently I came across a bunch of my old cards among nameless keys, expired credit cards, children’s teeth, and 2004 Olympic tickets. Following on from the enormously successful History of the World in 100 Objects at the British Museum, I thought I’d tell a similar story, based on the business cards I have carried over my career.

Telex: the first digital connection

My very first business card included a telex number. Telex was actually a digital technology, but it never enjoyed widespread adoption because telex machines were expensive and could not be linked to any other system. You had to go to a special room featuring a big old machine to send a telex, and receiving one had a frisson of excitement, despite being printed on what looked like toilet roll. In my opinion, we discarded them too quickly in favour of the non-digital fax machine. Also, the phone number was just a switchboard, with no country code. (Of course, communications such as mobile, fax, and email lay in the future.)

The age of fax

My business cards chart the rise and fall of the fax machine. This technology was actually a regression from telex, as it converted what was usually digital data from a word processing system (common from the early 90s) to a raster image. This was then re-keyed by the recipient, and OCR was even sometimes applied to try to re-create the digital data. Sales orders and invoices were routinely sent this way, with the absurd situation of expensive computers trying to communicate by converting to a picture and back again. I was always anti-fax, but their legacy lives on as many crucial business documents are still converted to PDF, a process that removes their digital content and places them firmly back in the analog era.

We had the absurd situation of expensive computers trying to communicate by converting documents to a picture and then scanning them back again.

Direct dial, mobile, and international dialing

As an aside, we can see the improvement in telephony as the “switchboard” disappeared with the rise of direct dial in 1991 (telephone numbers for business used to be restricted to just a couple of lines). Also, the rise of mobile (1997) and the use of the + sign as international direct dialing became more common (1999).

Email

Ah, email. It first appeared on my business cards in 1992, as I was Silicon Valley-based at the time, and in those innocent times my email was just james@askinc.ask.com. Now, of course, email has transformed interpersonal communication, but just like fax before it, email is preventing true intercompany collaboration. In my experience, the vast majority of sales orders and invoices are sent as PDF attachments to email. So although the transmission may be digital, the information itself is still stuck in the analog age. PDFs cannot easily be processed by the receiving system, and no error-checking can be done, meaning that the recipient is responsible for sorting out errors to, say, an invoice and repairing or rejecting it.

Social media and the decline of the business card

We don’t typically see Skype, LinkedIn, or Twitter information on a business card, because the people who still use business cards don’t typically use them, and vice versa. My current business card may well be my last one.

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So what’s next for the business card? If it exists at all, it needs to tell recipients how to communicate with your company digitally. As the business card starts to die out, it’s worth seeing how business networks are replacing the contact data with directories of certified businesses that can advertise their goods and services and what communication protocols are needed to reach them. That won’t be an email address or a fax number, but a network identifier which advertises what networks you am on, what your identity is, and what collaborations you can send or receive.

For more on the increasingly digital workplace, see DigiTalent: The New Frontier For HR.

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About James Marland

James is responsible for defining and rolling out strategies for the Network with particular focus on Europe. He joined Ariba at the launch of the Ariba Network in 1998 after previously being a Solution Consultant at SAP America. In addition he has held the position of Director of Algorithms at Vendavo, an SAP Partner in the area of Pricing. He has a Bachelor of Science degree in Mathematics from Southampton University. Follow James's twitter feed at @JamesMarland

How Digital Apps Help Pharma Reps Engage Doctors

Jennifer Horowitz

The rise of digital technologies in healthcare is forever changing the medical system, including the ways physicians connect with pharmaceutical sales representatives. Shrinking access, multi-channel marketing, and policies are redefining pharma rep-to-physician interactions and relationships. More physicians are turning to digital as a preferred source for information, creating challenges for pharmaceutical representatives already struggling with their in-office engagement strategy.

Just because face-to-face interactions are diminishing, this doesn’t mean the end of the sales rep or that pharma should neglect physician engagement – after all, they do the prescribing. Pharma reps and sales departments can engage their customers with mobile apps that provide personalized, branded content targeted at physicians’ needs, combined with real-time metrics that deliver insight into content usage and customer interactions.

  • Importance of digital apps: Enterprise pharmaceutical companies such as Pfizer, Merck, GlaxoSmithKline, and more offer digital apps for physicians that go beyond what an online product brochure delivers. These digital apps also facilitate accountability and standardization, support more effective customer relationship management (CRM) and customer-driven marketing, and can position sales reps as leaders and the pharma company as innovators.
  • End-user requirements: A digital app being developed for pharma should prioritize the end user’s needs over business needs to make the pharma rep’s job easier and more productive. For example, apps should function on a smartphone or tablet; be flexible, fast, and easy to use; and support the user’s purchasing decisions.
  • Analytics pays off: Building real-time analytics into an app improves employee performance, operations management, and future sales interactions by putting data behind sales team performance-improvement initiatives.

The biggest challenge pharma companies face in rolling out digital apps is ensuring they are compliant with regulations. Big factors in compliance are ensuring customer conversations and content distribution follow Good Promotional Practices (GPP); embedding standard operating procedures (SOPs) and governance in daily business communications; capturing digital data with electronic communications history records (eCHRs); and reinforcing good corporate practices.

With compliance issues overcome, however, digital opens tremendous new opportunities for pharma including improving physician engagement, maintaining pharma reps’ role as a trusted information resource, reducing customer response times, improving employee productivity, eliminating print and fulfillment costs, and reducing travel expenses.

As pharma companies look to provide more modern and cost-effective digital strategies across multi-channel marketing, they must remain committed to delivering the right guidance and  strategies to improve pharma rep-to-physician interactions. Digital apps play a significant role in achieving this vision.

Learn how SAP solutions can help pharmaceutical companies deliver life-saving therapies to patients.

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More Than Noise: 5 Digital Stories From 2016 That Are Bigger Than You Think

Dan Wellers, Michael Rander, Kai Göerlich, Josh Waddell, Saravana Chandran, and Stephanie Overby

These days it seems that we are witnessing waves of extreme disruption rather than incremental technology change. While some tech news stories have been just so much noise, unlikely to have long-term impact, a few are important signals of much bigger, longer-term changes afoot.

From bots to blockchains, augmented realities to human-machine convergence, a number of rapidly advancing technological capabilities hit important inflection points in 2016. We looked at five important emerging technology news stories that happened this year and the trends set in motion that will have an impact for a long time to come.

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Immersive experiences were one of three top-level trends identified by Gartner for 2016, and that was evident in the enormous popularity of Pokémon Go. While the hype may have come and gone, the immersive technologies that have been quietly advancing in the background for years are ready to boil over into the big time—and into the enterprise.

The free location-based augmented reality (AR) game took off shortly after Nintendo launched it in July, and it became the most downloaded app in Apple’s app store history in its first week, as reported by TechCrunch. Average daily usage of the app on Android devices in July 2016 exceeded that of the standard-bearers Snapchat, Instagram, and Facebook, according to SimilarWeb. Within two months, Pokémon Go had generated more than US$440 million, according to Sensor Tower.

Unlike virtual reality (VR), which immerses us in a simulated world, AR layers computer-generated information such as graphics, sound, or other data on top of our view of the real world. In the case of Pokémon Go, players venture through the physical world using a digital map to search for Pokémon characters.

The game’s instant global acceptance was a surprise. Most watching this space expected an immersive headset device like Oculus Rift or Google Cardboard to steal the headlines. But it took Pikachu and the gang to break through. Pokémon Go capitalized on a generation’s nostalgia for its childhood and harnessed the latest advancements in key AR enabling technologies such as geolocation and computer vision.

sap_q416_digital_double_feature1_images8Just as mobile technologies percolated inside companies for several years before the iPhone exploded onto the market, companies have been dabbling in AR since the beginning of the decade. IKEA created an AR catalog app in 2013 to help customers visualize how their KIVIK modular sofa, for example, would look in their living rooms. Mitsubishi Electric has been perfecting an AR application, introduced in 2011, that enables homeowners to visualize its HVAC products in their homes. Newport News Shipbuilding has launched some 30 AR projects to help the company build and maintain its vessels. Tech giants including Facebook, HP, and Apple have been snapping up immersive tech startups for some time.

The overnight success of Pokémon Go will fuel interest in and understanding of all mediated reality technology—virtual and augmented. It’s created a shorthand for describing immersive reality and could launch a wave of technology consumerization the likes of which we haven’t seen since the iPhone instigated a tsunami of smartphone usage. Enterprises would be wise to figure out the role of immersive technology sooner rather than later. “AR and VR will both be the new normal within five years,” says futurist Gerd Leonhard, noting that the biggest hurdles may be mobile bandwidth availability and concerns about sensory overload. “Pokémon is an obvious opening scene only—professional use of AR and VR will explode.”

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Blockchains, the decentralized digital ledgers of transactions that are processed by a distributed network, first made headlines as the foundation for new types of financial transactions beginning with Bitcoin in 2009. According to Greenwich Associates, financial and technology companies will invest an estimated $1 billion in blockchain technology in 2016. But, as Gartner recently pointed out, there could be even more rapid evolution and acceptance in the areas of manufacturing, government, healthcare, and education.

By the 2020s, blockchain-based systems will reduce or eliminate many points of friction for a variety of business transactions. Individuals and companies will be able to exchange a wide range of digitized or digitally represented assets and value with anyone else, according to PwC. The supervised peer-to-peer network concept “is the future,” says Leonhard.

But the most important blockchain-related news of 2016 revealed a weak link in the application of technology that is touted as an immutable record.

In theory, blockchain technology creates a highly tamper-resistant structure that makes transactions secure and verifiable through a massively distributed digital ledger. All the transactions that take place are recorded in this ledger, which lives on many computers. High-grade encryption makes it nearly impossible for someone to cheat the system.

In practice, however, blockchain-based transactions and contracts are only as good as the code that enables them.

Case in point: The DAO, one of the first major implementations of a “Decentralized Autonomous Organization” (for which the fund is named). The DAO was a crowdfunded venture capital fund using cryptocurrency for investments and run through smart contracts. The rules that govern those smart contracts, along with all financial transaction records, are maintained on the blockchain. In June, the DAO revealed that an individual exploited a vulnerability in the company’s smart contract code to take control of nearly $60 million worth of the company’s digital currency.

The fund’s investors voted to basically rewrite the smart contract code and roll back the transaction, in essence going against the intent of blockchain-based smart contracts, which are supposed to be irreversible once they self-execute.

The DAO’s experience confirmed one of the inherent risks of distributed ledger technology—and, in particular, the risk of running a very large fund autonomously through smart contracts based on blockchain technology. Smart contract code must be as error-free as possible. As Cornell University professor and hacker Emin Gün Sirer wrote in his blog, “writing a robust, secure smart contract requires extreme amounts of diligence. It’s more similar to writing code for a nuclear power reactor, than to writing loose web code.” Since smart contracts are intended to be executed irreversibly on the blockchain, their code should not be rewritten and improved over time, as software typically is. But since no code can ever be completely airtight, smart contracts may have to build in contingency plans for when weaknesses in their code are exploited.

Importantly, the incident was not a result of any inherent weakness in the blockchain or distributed ledger technology generally. It will not be the end of cryptocurrencies or smart contracts. And it’s leading to more consideration of editable blockchains, which proponents say would only be used in extraordinary circumstances, according to Technology Review.

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Application programming interfaces (APIs), the computer codes that serve as a bridge between software applications, are not traditionally a hot topic outside of coder circles. But they are critical components in much of the consumer technology we’ve all come to rely on day-to-day.

One of the most important events in API history was the introduction of such an interface for Google Maps a decade ago. The map app was so popular that everyone wanted to incorporate its capabilities into their own systems. So Google released an API that enabled developers to connect to and use the technology without having to hack into it. The result was the launch of hundreds of inventive location-enabled apps using Google technology. Today, millions of web sites and apps use Google Maps APIs, from Allstate’s GoodHome app, which shows homeowners a personalized risk assessment of their properties, to Harley-Davidson’s Ride Planner to 7-Eleven’s app for finding the nearest Slurpee.

sap_q416_digital_double_feature1_images6Ultimately, it became de rigueur for apps to open up their systems in a safe way for experimentation by others through APIs. Technology professional Kin Lane, who tracks the now enormous world of APIs, has said, “APIs bring together a unique blend of technology, business, and politics into a transparent, self-service mix that can foster innovation.”

Thus it was significant when Apple announced in June that it would open up Siri to third-party developers through an API, giving the wider world the ability to integrate Siri’s voice commands into their apps. The move came on the heels of similar decisions by Amazon, Facebook, and Microsoft, all of which have AI bots or assistants of their own. And in October, Google opened up its Google Assistant as well.

The introduction of APIs confirms that the AI technology behind these bots has matured significantly—and that a new wave of AI-based innovation is nigh.

The best way to spark that innovation is to open up AI technologies such as Siri so that coders can use them as platforms to build new apps that can more rapidly expand AI uses and capabilities. Call it the “platformication” of AI. The value will be less in the specific AI products a company introduces than in the value of the platform for innovation. And that depends on the quality of the API. The tech company that attracts the best and brightest will win. AI platforms are just beginning to emerge and the question is: Who will be the platform leader?

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In June, Swiss citizens voted on a proposal to introduce a guaranteed basic income for all of its citizens, as reported by BBC News. It was the first country to take the issue to the polls, but it won’t be the last. Discussions about the impact of both automation and the advancing gig economy on individual livelihoods are happening around the world. Other countries—including the United States—are looking at solutions to the problem. Both Finland and the Netherlands have universal guaranteed income pilots planned for next year. Meanwhile, American startup incubator Y Combinator is launching an experiment to give 100 families in Oakland, California, a minimum wage for five years with no strings attached, according to Quartz.

The world is on the verge of potential job loss at a scale and speed never seen before. The Industrial Revolution was more of an evolution, happening over more than a century. The ongoing digital revolution is happening in relative hyper speed.

No one is exactly sure how increased automation and digitization will affect the world’s workforce. One 2013 study suggests as much as 47% of the U.S workforce is at risk of being replaced by machines over the next two decades, but even a conservative estimate of 10% could have a dramatic impact, not just on workers but on society as a whole.

The proposed solution in Switzerland did not pass, in part because a major political party did not introduce it, and citizens are only beginning to consider the potential implications of digitization on their incomes. What’s more, the idea of simply guaranteeing pay runs contrary to long-held notions in many societies that humans ought to earn their keep.

Whether or not state-funded support is the answer is just one of the questions that must be answered. The votes and pilots underway make it clear that governments will have to respond with some policy measures. The question is: What will those measures be? The larger impact of mass job displacement, what future employment conditions might look like, and what the responsibilities of institutions are in ensuring that we can support ourselves are among the issues that policy makers will need to address.

New business models resulting from digitization will create some new types of roles—but those will require training and perhaps continued education. And not all of those who will be displaced will be in a position to remake their careers. Just consider taxi drivers: In the United States, about 223,000 people currently earn their living behind the wheel of a hired car. The average New York livery driver is 46 years old, according to the New York City Taxi and Limousine Commission, and no formal education is required. When self-driving cars take over, those jobs will go away and the men and women who held them may not be qualified for the new positions that emerge.

As digitization dramatically changes the constructs of commerce and work, no one is quite sure how people will be impacted. But waiting to see how it all shakes out is not a winning strategy. Companies and governments today will have to experiment with potential solutions before the severity of the problem is clear. Among the questions that will have to be answered: How can we retrain large parts of the workforce? How will we support those who fall through the cracks? Will we prioritize and fund education? Technological progress and shifting work models will continue, whether or not we plan for their consequences.

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In April, a young man, who was believed to have permanently lost feeling in and control over his hands and legs as the result of a devastating spine injury, became able to use his right hand and fingers again. He used technology that transmits his thoughts directly to his hand muscles, bypassing his injured spinal cord. Doctors implanted a computer chip into the quadriplegic’s brain two years ago and—with ongoing training and practice—he can now perform everyday tasks like pouring from a bottle and playing video games.

The system reconnected the man’s brain directly to his muscles—the first time that engineers have successfully bypassed the nervous system’s information superhighway, the spinal cord. It’s the medical equivalent of moving from wired to wireless computing.

The man has in essence become a cyborg, that term first coined in 1960 to describe “self-regulating human-machine systems.” Yet the beneficiary of this scientific advance himself said, “You’re not going to be looked on as, ‘Oh, I’m a cyborg now because I have this big huge prosthetic on the side of my arm.’ It’s something a lot more natural and intuitive to learn because I can see my own hand reacting.”

As described in IEEE Spectrum, the “neural-bypass system” records signals that the man generates when thinking about moving his hand, decodes those signals, and routes them to the electric sleeve around his arm to stimulate movement: “The result looks surprisingly simple and natural: When Burkhart thinks about picking up a bottle, he picks up the bottle. When he thinks about playing a chord in Guitar Hero, he plays the chord.”

sap_q416_digital_double_feature1_images5What seems straightforward on the surface is powered by a sophisticated algorithm that can analyze the vast amounts of data the man’s brain produces, separating important signals from noise.

The fact that engineers have begun to unlock the complex code that controls brain-body communication opens up enormous possibilities. Neural prostheses (cochlear implants) have already reversed hearing loss. Light-sensitive chips serving as artificial retinas are showing progress in restoring vision. Other researchers are exploring computer implants that can read human thoughts directly to signal an external computer to help people speak or move in new ways. “Human and machine are converging,” says Leonhard.

The National Academy of Engineering predicts that “the intersection of engineering and neuroscience promises great advances in healthcare, manufacturing, and communication.”

Burkhart spent two years in training with the computer that has helped power his arm to get this far. It’s the result of more than a decade of development in brain-computer interfaces. And it can currently be used only in the lab; researchers are working on a system for home use. But it’s a clear indication of how quickly the lines between man and machine are blurring—and it opens the door for further computerized reanimation in many new scenarios.

This fall, Switzerland hosted its first cyborg Olympics, in which disabled patients compete using the latest assistive technologies, including robot exoskeletons and brainwave-readers. Paraplegic athletes use electrical simulation systems to compete in cycling, for example. The winners are those who can control their device the best. “Instead of celebrating the human body moving under its own power,” said a recent article in the IEEE Spectrum, “the cyborg games will celebrate the strength and ingenuity of human-machine collaborations.” D!

Read more thought provoking articles in the latest issue of the Digitalist Magazine, Executive Quarterly.

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About Dan Wellers

Dan Wellers is the Global Lead of Digital Futures at SAP, which explores how organizations can anticipate the future impact of exponential technologies. Dan has extensive experience in technology marketing and business strategy, plus management, consulting, and sales.

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The Future Of Work Is Now

Stefan Ries

Far beyond collaboration, the digitization of work determines how we work and engage people. Technologies – such as artificial intelligence, machine learning, robotics, analytics, and cloud technologies – change the way we recruit, develop talent, and make our workforce more inclusive. They also introduce new jobs, largely with different skill set requirements. Some of the most-wanted jobs today did not exist five years ago – and many jobs we wouldn’t even imagine today will arise in the near future. Our workplace is changing at light speed.

“Beyond collaboration, the digitization of work determines how we work and engage people”

Technology accelerates the transformation of businesses and industries. We need to prepare our businesses for the future, anticipate skills requirements and workforce changes. While some of the developments are unpredictable, it is up to thought and industry leaders like us to take control and shape the future of work.

SAP Future Factor, an interactive Web series: Engaging with thought leaders about the future of work

Welcome to the SAP Future Factor Web Salon, an interactive Web series featuring perspectives of thought leaders from academia, business, and government about the workplace of the future. The series drives a continuous exchange about the impacts of digitization on organizations and shares insight on innovative practices already in place.

The inaugural episode features SAP chief human resources officer Stefan Ries and Kevin Kruse, leadership expert and author of the New York Times best-seller “We: How to Increase Performance and Profits Through Full Engagement.” The two thought leaders exchange views on the opportunities and challenges of a digitized workplace and business culture. Their discussion will touch on the rising digital workplace, new ways to collaborate, the role technology plays to foster diversity and inclusion, employee engagement, and talent development.

Choose the topics that match your needs

Tomorrow’s workplace is all about choices – and so is the format of the SAP Future Factor Web series. All episodes are fully interactive, giving you the opportunity to interact with the content of the video by choosing topics of interest to you and your business. You determine what you would like to view and learn about, and in what order.

Episode 1 features the following topics:

  • Impacts of Digitization
  • HR’s Role in a Digitized World
  • Cloud Culture
  • Business Beyond Bias
  • Man vs. Machine
  • Rise of Social Intelligence

The future is now. Engage with us in the SAP Future Factor!

We hope you will enjoy the first episode. Tell us what you think.

Are the biggest trends from the last year on your radar screen? See More Than Noise: 5 Digital Stories From 2016 That Are Bigger Than You Think.

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Stefan Ries

About Stefan Ries

Stefan Ries is Chief Human Resources Officer (CHRO), Labor Relations Director, and a member of the Executive Board of SAP SE. Stefan was born in Bavaria and raised in Constance, Germany, where he spent most of his youth. After receiving his masters of business in economics from the University of Constance in 1991, he moved to Munich. He started his career as HR Manager at Microsoft, overseeing HR duties in Austria, Switzerland, and East European countries. In July 1994, he went on to lead the HR function for Compaq Computer in Europe, Middle East, and Africa. Following the company’s acquisitions of Tandem Computers and Digital Equipment Corporation in 1999 and 2000, Stefan led the entire HR organization for Compaq in Germany. Stefan first joined SAP in 2002 and later became responsible for various HR functions, heading up the HR business partner organization and overseeing all HR functions on an operational level. To support innovation, Stefan attaches great importance to a diverse working culture. He is convinced that appreciating the differences among people, their unique backgrounds and personalities is a key success factor for SAP.