Climate Change: Look North and South – The Evidence Is Real

Nancy Langmeyer

Explorer Sir Robert Swan – the first and only man to walk on both the North and South Poles unsupported – believes that “the greatest threat to our planet is the belief that someone else will save it.”

As a self-proclaimed survivor, Sir Swan, like many others around the globe, believes that climate change and global warming are very serious issues.

The United Nations (UN) adopted 17 Sustainable Development Goals (SDGs) in 2015, and Goal 13 asks the world to “take urgent action to combat climate change and its impacts.” According to the UN, “Climate change is now affecting every country on every continent. It is disrupting national economies and affecting lives, costing people, communities, and countries dearly today and even more tomorrow.”

The National Aeronautics and Space Administration (NASA) says the rate of temperature increase around the globe has nearly doubled in the last 50 years due to greenhouse gases released as people burn fossil fuels. But even though 2016 was the hottest year in recent history, sadly there are still people in the world who say global warming is of no concern and that it is actually a “hoax!”

Well, like Sir Swan, let’s look to the North and Sole Poles and see what we can learn about the reality of this situation.

The Poles have a story to tell us…

Sir Swan believes the North and South Poles hold vital clues to the issue of global warming and that they are an indication of what is going on around the world in respect to climate change.

In his TED talk, Swan showed pictures of melting ice in the North and South Poles, describing it as a dangerous situation. He says, “We need to listen to what these places tell us, and if we don’t, we’ll end up with our own survival situation here on planet Earth.”

So, let’s start in the North and find out what we can learn there.

At 90⁰ north latitude, the North Pole is 450 miles north of Greenland, in the middle of the Arctic Ocean. There is no actual landmass at the North Pole – only massive amounts of ice that expand in winters and shrink down to half the size in summers.

The climate change story here is that the North Pole has been experiencing unusually high temperatures, reaching 32⁰ Fahrenheit in December 2016, which was 50⁰ warmer than typical! This trend has lead to an alarming shrinkage of the Arctic Sea ice masses that equates to approximately 1.07 million km² of ice loss every decade.

Why is this a problem? Well, according to the National Science Foundation, sea ice variability – the amount of water the ice puts into or pulls out of the ocean and the atmosphere – plays a significant role in climate change. NASA says that, “The sea ice cover of the Arctic Ocean and surrounding seas helps regulate the planet’s temperature, influences the circulation of the atmosphere and ocean, and impacts Arctic communities and ecosystems.”

Even the coldest place on Earth is getting warmer!

Now, in the completely opposite direction, what can we learn from the South Pole and Antarctica? At 90⁰ south latitude, Antarctica, which includes approximately 90% of the ice on the planet, is a little over 300 feet above sea level with an ice sheet on it that is about 9,000 feet thick.

Much colder than the North Pole, the temperature here has dropped to a chilling low of -135.8⁰ Fahrenheit in 2013. However, this pole, too, is experiencing warmer weather, with its highest temperature reaching 63.5⁰ in March 2015.

NASA indicates that Antarctica has been losing about 134 gigatonnes of ice per year since 2002. And just recently, a new concern emerged – a rift in the continent that could send a significant part of the polar cap off into the ocean and create one of the largest icebergs ever recorded. This could, in the long run, raise global sea levels by four inches.

So what’s a little rise in sea level?

While a couple inches here or there doesn’t seem like much, NASA says rising sea levels can erode coasts and cause more coastal flooding, and in fact, some island nations could actually disappear.

And that’s just the sea level. There are other ramifications as the climate changes, such as an increase in infectious diseases with the expansion of tropical temperature zones, more intense rain storms and hurricanes, and many other life-threatening issues.

Let’s be the “someone else”

These insights are just the tip of the iceberg (so to speak) in the story of global warming, but it is evident the Poles are telling us that climate change is real. It’s also evident that it’s time for us as the inhabitants of this world to become the “someone else” Sir Swan talks about. And the good news is that it’s not too late for us to save this planet.

We don’t have to go to the North or South Pole to make an impact. We can simply follow Swan’s advice: “A survivor sees a problem and doesn’t go, ‘Whatever.’ A survivor sees a problem and deals with that problem before it becomes a threat.”

Whether it’s at work with a company like SAP that supports the UN SDGs with its vision and purpose, or individually – we all have to help climate change before there are irreversible threats to our place. Let’s be the someone else, starting today.

A quick note: My last blog focused on how women in the arts and sports are helping to break gender inequality barriers. Well, I am happy to report that this same movement is happening in science too! In 2016, an initial 76 women in science embarked on a leadership journey to increase the awareness of climate science. The inaugural session of the year-long Homeward Bound program, which focused on empowering women in science, culminated in December 2016 with the largest female expedition in Antarctica. Here these brilliant, dedicated female scientists and engineers saw the effects of climate change first-hand and brainstormed how they, through “collaborative leadership, diverse thinking, and creative approaches,” could make an impact. 

SAP’s vision is to help the world run better and improve people’s lives. This is our enduring cause; our higher purpose. Learn more about how we work to achieve our vision and purpose.

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Nancy Langmeyer

About Nancy Langmeyer

Nancy Langmeyer is a freelance writer and marketing consultant. She works with some of the largest technology companies in the world and is a frequent blogger. You'll see some under her name...and then there are others that you won't see. These are ones where Nancy interviews marketing executives and leaders and turns their insights into thought leadership pieces..

How Autism Awareness Brings Out The Best In Big Brands [VIDEO]

Simon

autism awarenessOne of the most powerful forces reshaping the cultural, marketing, and technology landscape is collaboration. Whether it’s citizens uniting around world to demand an end to political injustices, consumers rallying around causes they care about to demand greater social responsibility from brands, or people connecting their ideas to make new products possible through crowdsourcing platforms, the connective tissue facilitated by the web, social media, and smart phones is allowing us to co-author our future.

At the heart of all these trends is a timeless truth: It’s the emotional connection between people that motivates them to take action. No amount of technology will get people to do things unless they care about the result. It’s this alignment of shared values and a common purpose that gives meaning to social technologies and their promise for remaking our world.

This week sees the launch of a groundbreaking expression of the power of collaboration to shine a light on Autism Awareness month. In this new PSA, Band-Aid, Campbell’s Soup and AT&T each produce 15-second product ads that subtly combine into one PSA about the importance of early diagnosis of autism. In each ad we see the same family from the Autism Speaks spot engaged in different commonplace scenes as the years pass. The ads appear like standalone product commercials for large brands and that’s the point. Early diagnosis can lead to a normal family life, much like the kind seen in ordinary commercials for big brands, but it requires the early detection of signs.

Not only is this a fresh and creative approach to a PSA, but also it leverages the familiarity, reach, and power of household brands to dramatically scale awareness of its message. In so doing, the brands also raised awareness of their individual core values, reinforcing consumer goodwill and loyalty. That’s why it’s a powerful example of self-interest, shared values, and social impact combined to the benefit of all parties.

For more information of the early detection of autism click here.

Comments

Emma Reeve

About Emma Reeve

Emma Reeve has 20 years of experience creating world-class marketing initiatives that focus on customer and audience experience for technology, finance and pharmaceutical industries. She is currently the Global VP of Storytelling for SAP driving customer experience through storytelling. Prior to SAP, she has led strategic audience engagement on both the corporate and agency side from interactive storytelling; brand communications; digital creative and gaming; advertising; sponsorships and partnerships; branded events; interactive media; e-commerce; and social media strategy. While integrating storytelling as a key tenant professionally, Reeve has also used it as a tool is raising awareness philanthropically. She tells personal stories of women in Rwanda and their path towards hope through skills training, education and community support, while inciting a movement that encourages people to get involved in being part of the change in the world. Reeve communicates strongly her passion that storytelling can engage anyone to empathize, take action, make decisions and more - but at its core it is at the center of making change.

How Autism Awareness Brings Out The Best In Big Brands [VIDEO]

Simon

autism awarenessOne of the most powerful forces reshaping the cultural, marketing, and technology landscape is collaboration. Whether it’s citizens uniting around world to demand an end to political injustices, consumers rallying around causes they care about to demand greater social responsibility from brands, or people connecting their ideas to make new products possible through crowdsourcing platforms, the connective tissue facilitated by the web, social media, and smart phones is allowing us to co-author our future.

At the heart of all these trends is a timeless truth: It’s the emotional connection between people that motivates them to take action. No amount of technology will get people to do things unless they care about the result. It’s this alignment of shared values and a common purpose that gives meaning to social technologies and their promise for remaking our world.

This week sees the launch of a groundbreaking expression of the power of collaboration to shine a light on Autism Awareness month. In this new PSA, Band-Aid, Campbell’s Soup and AT&T each produce 15-second product ads that subtly combine into one PSA about the importance of early diagnosis of autism. In each ad we see the same family from the Autism Speaks spot engaged in different commonplace scenes as the years pass. The ads appear like standalone product commercials for large brands and that’s the point. Early diagnosis can lead to a normal family life, much like the kind seen in ordinary commercials for big brands, but it requires the early detection of signs.

Not only is this a fresh and creative approach to a PSA, but also it leverages the familiarity, reach, and power of household brands to dramatically scale awareness of its message. In so doing, the brands also raised awareness of their individual core values, reinforcing consumer goodwill and loyalty. That’s why it’s a powerful example of self-interest, shared values, and social impact combined to the benefit of all parties.

For more information of the early detection of autism click here.

Comments

Joerg Koesters

About Joerg Koesters

Joerg Koesters is the Head of Retail Marketing and Communication at SAP. He is a Technology Marketing executive with 20 years of experience in Marketing, Sales and Consulting, Joerg has deep knowledge in retail and consumer products having worked both in the industry and in the technology sector.

How Autism Awareness Brings Out The Best In Big Brands [VIDEO]

Simon

autism awarenessOne of the most powerful forces reshaping the cultural, marketing, and technology landscape is collaboration. Whether it’s citizens uniting around world to demand an end to political injustices, consumers rallying around causes they care about to demand greater social responsibility from brands, or people connecting their ideas to make new products possible through crowdsourcing platforms, the connective tissue facilitated by the web, social media, and smart phones is allowing us to co-author our future.

At the heart of all these trends is a timeless truth: It’s the emotional connection between people that motivates them to take action. No amount of technology will get people to do things unless they care about the result. It’s this alignment of shared values and a common purpose that gives meaning to social technologies and their promise for remaking our world.

This week sees the launch of a groundbreaking expression of the power of collaboration to shine a light on Autism Awareness month. In this new PSA, Band-Aid, Campbell’s Soup and AT&T each produce 15-second product ads that subtly combine into one PSA about the importance of early diagnosis of autism. In each ad we see the same family from the Autism Speaks spot engaged in different commonplace scenes as the years pass. The ads appear like standalone product commercials for large brands and that’s the point. Early diagnosis can lead to a normal family life, much like the kind seen in ordinary commercials for big brands, but it requires the early detection of signs.

Not only is this a fresh and creative approach to a PSA, but also it leverages the familiarity, reach, and power of household brands to dramatically scale awareness of its message. In so doing, the brands also raised awareness of their individual core values, reinforcing consumer goodwill and loyalty. That’s why it’s a powerful example of self-interest, shared values, and social impact combined to the benefit of all parties.

For more information of the early detection of autism click here.

Comments

Ursula Ringham

About Ursula Ringham

Ursula Ringham isthe Director of Digital Marketing at SAP. She manages social media and digital marketing strategy for the small and midsize business community. She was recently recognized as one of 15 Women Who Rock Social Media at Top Tech Companies. Prior to SAP, Ursula worked at Adobe and Apple in their Developer Relations organizations. She managed strategic accounts, developer programs, edited a technical journal, managed content for an entire website, and wrote and taught course curriculum. In her spare time, Ursula writes thriller novels about the insidious side of Silicon Valley.

How Autism Awareness Brings Out The Best In Big Brands [VIDEO]

Simon

autism awarenessOne of the most powerful forces reshaping the cultural, marketing, and technology landscape is collaboration. Whether it’s citizens uniting around world to demand an end to political injustices, consumers rallying around causes they care about to demand greater social responsibility from brands, or people connecting their ideas to make new products possible through crowdsourcing platforms, the connective tissue facilitated by the web, social media, and smart phones is allowing us to co-author our future.

At the heart of all these trends is a timeless truth: It’s the emotional connection between people that motivates them to take action. No amount of technology will get people to do things unless they care about the result. It’s this alignment of shared values and a common purpose that gives meaning to social technologies and their promise for remaking our world.

This week sees the launch of a groundbreaking expression of the power of collaboration to shine a light on Autism Awareness month. In this new PSA, Band-Aid, Campbell’s Soup and AT&T each produce 15-second product ads that subtly combine into one PSA about the importance of early diagnosis of autism. In each ad we see the same family from the Autism Speaks spot engaged in different commonplace scenes as the years pass. The ads appear like standalone product commercials for large brands and that’s the point. Early diagnosis can lead to a normal family life, much like the kind seen in ordinary commercials for big brands, but it requires the early detection of signs.

Not only is this a fresh and creative approach to a PSA, but also it leverages the familiarity, reach, and power of household brands to dramatically scale awareness of its message. In so doing, the brands also raised awareness of their individual core values, reinforcing consumer goodwill and loyalty. That’s why it’s a powerful example of self-interest, shared values, and social impact combined to the benefit of all parties.

For more information of the early detection of autism click here.

Comments

Tim Clark

About Tim Clark

Tim Clark is the Head of Brand Journalism at SAP. He is responsible for evangelizing and implementing writing best practices that generate results across blog channels, integrated marketing plans and native advertising efforts.

How Autism Awareness Brings Out The Best In Big Brands [VIDEO]

Simon

autism awarenessOne of the most powerful forces reshaping the cultural, marketing, and technology landscape is collaboration. Whether it’s citizens uniting around world to demand an end to political injustices, consumers rallying around causes they care about to demand greater social responsibility from brands, or people connecting their ideas to make new products possible through crowdsourcing platforms, the connective tissue facilitated by the web, social media, and smart phones is allowing us to co-author our future.

At the heart of all these trends is a timeless truth: It’s the emotional connection between people that motivates them to take action. No amount of technology will get people to do things unless they care about the result. It’s this alignment of shared values and a common purpose that gives meaning to social technologies and their promise for remaking our world.

This week sees the launch of a groundbreaking expression of the power of collaboration to shine a light on Autism Awareness month. In this new PSA, Band-Aid, Campbell’s Soup and AT&T each produce 15-second product ads that subtly combine into one PSA about the importance of early diagnosis of autism. In each ad we see the same family from the Autism Speaks spot engaged in different commonplace scenes as the years pass. The ads appear like standalone product commercials for large brands and that’s the point. Early diagnosis can lead to a normal family life, much like the kind seen in ordinary commercials for big brands, but it requires the early detection of signs.

Not only is this a fresh and creative approach to a PSA, but also it leverages the familiarity, reach, and power of household brands to dramatically scale awareness of its message. In so doing, the brands also raised awareness of their individual core values, reinforcing consumer goodwill and loyalty. That’s why it’s a powerful example of self-interest, shared values, and social impact combined to the benefit of all parties.

For more information of the early detection of autism click here.

Comments

How Autism Awareness Brings Out The Best In Big Brands [VIDEO]

Simon

autism awarenessOne of the most powerful forces reshaping the cultural, marketing, and technology landscape is collaboration. Whether it’s citizens uniting around world to demand an end to political injustices, consumers rallying around causes they care about to demand greater social responsibility from brands, or people connecting their ideas to make new products possible through crowdsourcing platforms, the connective tissue facilitated by the web, social media, and smart phones is allowing us to co-author our future.

At the heart of all these trends is a timeless truth: It’s the emotional connection between people that motivates them to take action. No amount of technology will get people to do things unless they care about the result. It’s this alignment of shared values and a common purpose that gives meaning to social technologies and their promise for remaking our world.

This week sees the launch of a groundbreaking expression of the power of collaboration to shine a light on Autism Awareness month. In this new PSA, Band-Aid, Campbell’s Soup and AT&T each produce 15-second product ads that subtly combine into one PSA about the importance of early diagnosis of autism. In each ad we see the same family from the Autism Speaks spot engaged in different commonplace scenes as the years pass. The ads appear like standalone product commercials for large brands and that’s the point. Early diagnosis can lead to a normal family life, much like the kind seen in ordinary commercials for big brands, but it requires the early detection of signs.

Not only is this a fresh and creative approach to a PSA, but also it leverages the familiarity, reach, and power of household brands to dramatically scale awareness of its message. In so doing, the brands also raised awareness of their individual core values, reinforcing consumer goodwill and loyalty. That’s why it’s a powerful example of self-interest, shared values, and social impact combined to the benefit of all parties.

For more information of the early detection of autism click here.

Comments

Timo Elliott

About Timo Elliott

Timo Elliott is an Innovation Evangelist for SAP and a passionate advocate of innovation, digital business, analytics, and artificial intelligence. He was the eighth employee of BusinessObjects and for the last 25 years he has worked closely with SAP customers around the world on new technology directions and their impact on real-world organizations. His articles have appeared in publications such as Harvard Business Review, Forbes, ZDNet, The Guardian, and Digitalist Magazine. He has worked in the UK, Hong Kong, New Zealand, and Silicon Valley, and currently lives in Paris, France. He has a degree in Econometrics and a patent in mobile analytics. 

How Autism Awareness Brings Out The Best In Big Brands [VIDEO]

Simon

autism awarenessOne of the most powerful forces reshaping the cultural, marketing, and technology landscape is collaboration. Whether it’s citizens uniting around world to demand an end to political injustices, consumers rallying around causes they care about to demand greater social responsibility from brands, or people connecting their ideas to make new products possible through crowdsourcing platforms, the connective tissue facilitated by the web, social media, and smart phones is allowing us to co-author our future.

At the heart of all these trends is a timeless truth: It’s the emotional connection between people that motivates them to take action. No amount of technology will get people to do things unless they care about the result. It’s this alignment of shared values and a common purpose that gives meaning to social technologies and their promise for remaking our world.

This week sees the launch of a groundbreaking expression of the power of collaboration to shine a light on Autism Awareness month. In this new PSA, Band-Aid, Campbell’s Soup and AT&T each produce 15-second product ads that subtly combine into one PSA about the importance of early diagnosis of autism. In each ad we see the same family from the Autism Speaks spot engaged in different commonplace scenes as the years pass. The ads appear like standalone product commercials for large brands and that’s the point. Early diagnosis can lead to a normal family life, much like the kind seen in ordinary commercials for big brands, but it requires the early detection of signs.

Not only is this a fresh and creative approach to a PSA, but also it leverages the familiarity, reach, and power of household brands to dramatically scale awareness of its message. In so doing, the brands also raised awareness of their individual core values, reinforcing consumer goodwill and loyalty. That’s why it’s a powerful example of self-interest, shared values, and social impact combined to the benefit of all parties.

For more information of the early detection of autism click here.

Comments

Todd McElhatton

About Todd McElhatton

As the CFO for SAP North America, Todd oversees the financial activities of the United States and Canada, including forecasting and planning, driving efficiencies, and leadership of the Commercial Finance team, to ensure the overall financial health of the region. Todd brings a 25-year career in finance management, leadership, and business growth with a number of high-profile names in the technology space to his role on the SAP North America executive team. As vice president and CFO of VMware’s Hybrid Cloud business, he led a global team overseeing all finance functions including long-range strategic planning, capital investments, business development and pricing. During his tenure at Oracle as vice president of business, sales and finance operations for Cloud Services, Todd was a key member of the team instrumental in improving the business unit’s profitability, and personally managed a broad array of finance functions that included forecasting and pricing strategy, while leading a global team. After serving in a series of regional and global operations and finance-based roles at Hewlett Packard, Todd assumed overall financial responsibilities as vice president of finance and CFO of Managed Services. He was also previously vice president of finance at WebMD, and started his career as a bank consultant. Todd holds a bachelor’s degree in business administration from Southern Methodist University in Dallas, Texas, and an MBA from the University of Tennessee in Knoxville, Tennessee.

How Autism Awareness Brings Out The Best In Big Brands [VIDEO]

Simon

autism awarenessOne of the most powerful forces reshaping the cultural, marketing, and technology landscape is collaboration. Whether it’s citizens uniting around world to demand an end to political injustices, consumers rallying around causes they care about to demand greater social responsibility from brands, or people connecting their ideas to make new products possible through crowdsourcing platforms, the connective tissue facilitated by the web, social media, and smart phones is allowing us to co-author our future.

At the heart of all these trends is a timeless truth: It’s the emotional connection between people that motivates them to take action. No amount of technology will get people to do things unless they care about the result. It’s this alignment of shared values and a common purpose that gives meaning to social technologies and their promise for remaking our world.

This week sees the launch of a groundbreaking expression of the power of collaboration to shine a light on Autism Awareness month. In this new PSA, Band-Aid, Campbell’s Soup and AT&T each produce 15-second product ads that subtly combine into one PSA about the importance of early diagnosis of autism. In each ad we see the same family from the Autism Speaks spot engaged in different commonplace scenes as the years pass. The ads appear like standalone product commercials for large brands and that’s the point. Early diagnosis can lead to a normal family life, much like the kind seen in ordinary commercials for big brands, but it requires the early detection of signs.

Not only is this a fresh and creative approach to a PSA, but also it leverages the familiarity, reach, and power of household brands to dramatically scale awareness of its message. In so doing, the brands also raised awareness of their individual core values, reinforcing consumer goodwill and loyalty. That’s why it’s a powerful example of self-interest, shared values, and social impact combined to the benefit of all parties.

For more information of the early detection of autism click here.

Comments

Drew Bates

About Drew Bates

Drew Bates is responsible for SMB innovation. He writes from SAP Labs in Shanghai China on the topic of lessons learned whilst being on the forefront of modern technology.

How Autism Awareness Brings Out The Best In Big Brands [VIDEO]

Simon and Marius Prohl

autism awarenessOne of the most powerful forces reshaping the cultural, marketing, and technology landscape is collaboration. Whether it’s citizens uniting around world to demand an end to political injustices, consumers rallying around causes they care about to demand greater social responsibility from brands, or people connecting their ideas to make new products possible through crowdsourcing platforms, the connective tissue facilitated by the web, social media, and smart phones is allowing us to co-author our future.

At the heart of all these trends is a timeless truth: It’s the emotional connection between people that motivates them to take action. No amount of technology will get people to do things unless they care about the result. It’s this alignment of shared values and a common purpose that gives meaning to social technologies and their promise for remaking our world.

This week sees the launch of a groundbreaking expression of the power of collaboration to shine a light on Autism Awareness month. In this new PSA, Band-Aid, Campbell’s Soup and AT&T each produce 15-second product ads that subtly combine into one PSA about the importance of early diagnosis of autism. In each ad we see the same family from the Autism Speaks spot engaged in different commonplace scenes as the years pass. The ads appear like standalone product commercials for large brands and that’s the point. Early diagnosis can lead to a normal family life, much like the kind seen in ordinary commercials for big brands, but it requires the early detection of signs.

Not only is this a fresh and creative approach to a PSA, but also it leverages the familiarity, reach, and power of household brands to dramatically scale awareness of its message. In so doing, the brands also raised awareness of their individual core values, reinforcing consumer goodwill and loyalty. That’s why it’s a powerful example of self-interest, shared values, and social impact combined to the benefit of all parties.

For more information of the early detection of autism click here.

Comments

Stefanie Becker

About Stefanie Becker

Dr. Stefanie Becker is HR Project Director for HR Strategy and Planning and working in the Chief Operating Office in HR. In her role, she is striving for enabling SAP HR to become a more data-driven organization. Additionally, she is head of a working group for the International Standardization Organization (ISO) about ‘Human Capital Reporting for internal and external Stakeholders’. Stefanie joined SAP HR in Mai 2017. Prior to that, she was a research assistant at the chair of Business Administration, especially Human Resource Management and Organizational Behavior at the Saarland University (Germany). She holds a PhD in Business Administration examining the relevance of ethical issues in Human Capital Management.

Marius Prohl

About Marius Prohl

Marius Prohl is an Analyst for HR Data and Insights working in the Chief Operating Office in HR. In his role, he is striving for enabling SAP HR to become data-minded organization. He drives People Analytics projects that apply advanced analytics methodologies (e.g. Predictive Analytics) to investigate people-related questions and support data-driven decision making. Additionally, he is creating people analytics training programs to enable HR colleagues to make use of data in a meaningful way. Marius joined SAP through the HR Early Talents Program and worked in various HR Business Partner roles in Germany and the US prior to his current role. He studied Industrial and Organization Psychology at the University of Heidelberg and the California State University East Bay.

How Autism Awareness Brings Out The Best In Big Brands [VIDEO]

Simon

autism awarenessOne of the most powerful forces reshaping the cultural, marketing, and technology landscape is collaboration. Whether it’s citizens uniting around world to demand an end to political injustices, consumers rallying around causes they care about to demand greater social responsibility from brands, or people connecting their ideas to make new products possible through crowdsourcing platforms, the connective tissue facilitated by the web, social media, and smart phones is allowing us to co-author our future.

At the heart of all these trends is a timeless truth: It’s the emotional connection between people that motivates them to take action. No amount of technology will get people to do things unless they care about the result. It’s this alignment of shared values and a common purpose that gives meaning to social technologies and their promise for remaking our world.

This week sees the launch of a groundbreaking expression of the power of collaboration to shine a light on Autism Awareness month. In this new PSA, Band-Aid, Campbell’s Soup and AT&T each produce 15-second product ads that subtly combine into one PSA about the importance of early diagnosis of autism. In each ad we see the same family from the Autism Speaks spot engaged in different commonplace scenes as the years pass. The ads appear like standalone product commercials for large brands and that’s the point. Early diagnosis can lead to a normal family life, much like the kind seen in ordinary commercials for big brands, but it requires the early detection of signs.

Not only is this a fresh and creative approach to a PSA, but also it leverages the familiarity, reach, and power of household brands to dramatically scale awareness of its message. In so doing, the brands also raised awareness of their individual core values, reinforcing consumer goodwill and loyalty. That’s why it’s a powerful example of self-interest, shared values, and social impact combined to the benefit of all parties.

For more information of the early detection of autism click here.

Comments

Andrea Kaufmann

About Andrea Kaufmann

Andrea Kaufmann is the global head of marketing and communications for SAP Health. She is responsible for the development, planning and execution of the marketing and communications intiatives for the SAP Health division.

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Emma Reeve

About Emma Reeve

Emma Reeve has 20 years of experience creating world-class marketing initiatives that focus on customer and audience experience for technology, finance and pharmaceutical industries. She is currently the Global VP of Storytelling for SAP driving customer experience through storytelling. Prior to SAP, she has led strategic audience engagement on both the corporate and agency side from interactive storytelling; brand communications; digital creative and gaming; advertising; sponsorships and partnerships; branded events; interactive media; e-commerce; and social media strategy. While integrating storytelling as a key tenant professionally, Reeve has also used it as a tool is raising awareness philanthropically. She tells personal stories of women in Rwanda and their path towards hope through skills training, education and community support, while inciting a movement that encourages people to get involved in being part of the change in the world. Reeve communicates strongly her passion that storytelling can engage anyone to empathize, take action, make decisions and more - but at its core it is at the center of making change.

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Joerg Koesters

About Joerg Koesters

Joerg Koesters is the Head of Retail Marketing and Communication at SAP. He is a Technology Marketing executive with 20 years of experience in Marketing, Sales and Consulting, Joerg has deep knowledge in retail and consumer products having worked both in the industry and in the technology sector.

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Ursula Ringham

About Ursula Ringham

Ursula Ringham isthe Director of Digital Marketing at SAP. She manages social media and digital marketing strategy for the small and midsize business community. She was recently recognized as one of 15 Women Who Rock Social Media at Top Tech Companies. Prior to SAP, Ursula worked at Adobe and Apple in their Developer Relations organizations. She managed strategic accounts, developer programs, edited a technical journal, managed content for an entire website, and wrote and taught course curriculum. In her spare time, Ursula writes thriller novels about the insidious side of Silicon Valley.

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Tim Clark

About Tim Clark

Tim Clark is the Head of Brand Journalism at SAP. He is responsible for evangelizing and implementing writing best practices that generate results across blog channels, integrated marketing plans and native advertising efforts.

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Timo Elliott

About Timo Elliott

Timo Elliott is an Innovation Evangelist for SAP and a passionate advocate of innovation, digital business, analytics, and artificial intelligence. He was the eighth employee of BusinessObjects and for the last 25 years he has worked closely with SAP customers around the world on new technology directions and their impact on real-world organizations. His articles have appeared in publications such as Harvard Business Review, Forbes, ZDNet, The Guardian, and Digitalist Magazine. He has worked in the UK, Hong Kong, New Zealand, and Silicon Valley, and currently lives in Paris, France. He has a degree in Econometrics and a patent in mobile analytics. 

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Todd McElhatton

About Todd McElhatton

As the CFO for SAP North America, Todd oversees the financial activities of the United States and Canada, including forecasting and planning, driving efficiencies, and leadership of the Commercial Finance team, to ensure the overall financial health of the region. Todd brings a 25-year career in finance management, leadership, and business growth with a number of high-profile names in the technology space to his role on the SAP North America executive team. As vice president and CFO of VMware’s Hybrid Cloud business, he led a global team overseeing all finance functions including long-range strategic planning, capital investments, business development and pricing. During his tenure at Oracle as vice president of business, sales and finance operations for Cloud Services, Todd was a key member of the team instrumental in improving the business unit’s profitability, and personally managed a broad array of finance functions that included forecasting and pricing strategy, while leading a global team. After serving in a series of regional and global operations and finance-based roles at Hewlett Packard, Todd assumed overall financial responsibilities as vice president of finance and CFO of Managed Services. He was also previously vice president of finance at WebMD, and started his career as a bank consultant. Todd holds a bachelor’s degree in business administration from Southern Methodist University in Dallas, Texas, and an MBA from the University of Tennessee in Knoxville, Tennessee.

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Drew Bates

About Drew Bates

Drew Bates is responsible for SMB innovation. He writes from SAP Labs in Shanghai China on the topic of lessons learned whilst being on the forefront of modern technology.

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Data Management and Retention Requirements

Irfan Khan and Marius Prohl

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Stefanie Becker

About Stefanie Becker

Dr. Stefanie Becker is HR Project Director for HR Strategy and Planning and working in the Chief Operating Office in HR. In her role, she is striving for enabling SAP HR to become a more data-driven organization. Additionally, she is head of a working group for the International Standardization Organization (ISO) about ‘Human Capital Reporting for internal and external Stakeholders’. Stefanie joined SAP HR in Mai 2017. Prior to that, she was a research assistant at the chair of Business Administration, especially Human Resource Management and Organizational Behavior at the Saarland University (Germany). She holds a PhD in Business Administration examining the relevance of ethical issues in Human Capital Management.

Marius Prohl

About Marius Prohl

Marius Prohl is an Analyst for HR Data and Insights working in the Chief Operating Office in HR. In his role, he is striving for enabling SAP HR to become data-minded organization. He drives People Analytics projects that apply advanced analytics methodologies (e.g. Predictive Analytics) to investigate people-related questions and support data-driven decision making. Additionally, he is creating people analytics training programs to enable HR colleagues to make use of data in a meaningful way. Marius joined SAP through the HR Early Talents Program and worked in various HR Business Partner roles in Germany and the US prior to his current role. He studied Industrial and Organization Psychology at the University of Heidelberg and the California State University East Bay.

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Andrea Kaufmann

About Andrea Kaufmann

Andrea Kaufmann is the global head of marketing and communications for SAP Health. She is responsible for the development, planning and execution of the marketing and communications intiatives for the SAP Health division.

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awareness

More Than Noise: Digital Trends That Are Bigger Than You Think

By Maurizio Cattaneo, David Delaney, Volker Hildebrand, and Neal Ungerleider

In the tech world in 2017, several trends emerged as signals amid the noise, signifying much larger changes to come.

As we noted in last year’s More Than Noise list, things are changing—and the changes are occurring in ways that don’t necessarily fit into the prevailing narrative.

While many of 2017’s signals have a dark tint to them, perhaps reflecting the times we live in, we have sought out some rays of light to illuminate the way forward. The following signals differ considerably, but understanding them can help guide businesses in the right direction for 2018 and beyond.

When a team of psychologists, linguists, and software engineers created Woebot, an AI chatbot that helps people learn cognitive behavioral therapy techniques for managing mental health issues like anxiety and depression, they did something unusual, at least when it comes to chatbots: they submitted it for peer review.

Stanford University researchers recruited a sample group of 70 college-age participants on social media to take part in a randomized control study of Woebot. The researchers found that their creation was useful for improving anxiety and depression symptoms. A study of the user interaction with the bot was submitted for peer review and published in the Journal of Medical Internet Research Mental Health in June 2017.

While Woebot may not revolutionize the field of psychology, it could change the way we view AI development. Well-known figures such as Elon Musk and Bill Gates have expressed concerns that artificial intelligence is essentially ungovernable. Peer review, such as with the Stanford study, is one way to approach this challenge and figure out how to properly evaluate and find a place for these software programs.

The healthcare community could be onto something. We’ve already seen instances where AI chatbots have spun out of control, such as when internet trolls trained Microsoft’s Tay to become a hate-spewing misanthrope. Bots are only as good as their design; making sure they stay on message and don’t act in unexpected ways is crucial.

This is especially true in healthcare. When chatbots are offering therapeutic services, they must be properly designed, vetted, and tested to maintain patient safety.

It may be prudent to apply the same level of caution to a business setting. By treating chatbots as if they’re akin to medicine or drugs, we have a model for thorough vetting that, while not perfect, is generally effective and time tested.

It may seem like overkill to think of chatbots that manage pizza orders or help resolve parking tickets as potential health threats. But it’s already clear that AI can have unintended side effects that could extend far beyond Tay’s loathsome behavior.

For example, in July, Facebook shut down an experiment where it challenged two AIs to negotiate with each other over a trade. When the experiment began, the two chatbots quickly went rogue, developing linguistic shortcuts to reduce negotiating time and leaving their creators unable to understand what they were saying.

Do we want AIs interacting in a secret language because designers didn’t fully understand what they were designing?

The implications are chilling. Do we want AIs interacting in a secret language because designers didn’t fully understand what they were designing?

In this context, the healthcare community’s conservative approach doesn’t seem so farfetched. Woebot could ultimately become an example of the kind of oversight that’s needed for all AIs.

Meanwhile, it’s clear that chatbots have great potential in healthcare—not just for treating mental health issues but for helping patients understand symptoms, build treatment regimens, and more. They could also help unclog barriers to healthcare, which is plagued worldwide by high prices, long wait times, and other challenges. While they are not a substitute for actual humans, chatbots can be used by anyone with a computer or smartphone, 24 hours a day, seven days a week, regardless of financial status.

Finding the right governance for AI development won’t happen overnight. But peer review, extensive internal quality analysis, and other processes will go a long way to ensuring bots function as expected. Otherwise, companies and their customers could pay a big price.

Elon Musk is an expert at dominating the news cycle with his sci-fi premonitions about space travel and high-speed hyperloops. However, he captured media attention in Australia in April 2017 for something much more down to earth: how to deal with blackouts and power outages.

In 2016, a massive blackout hit the state of South Australia following a storm. Although power was restored quickly in Adelaide, the capital, people in the wide stretches of arid desert that surround it spent days waiting for the power to return. That hit South Australia’s wine and livestock industries especially hard.

South Australia’s electrical grid currently gets more than half of its energy from wind and solar, with coal and gas plants acting as backups for when the sun hides or the wind doesn’t blow, according to ABC News Australia. But this network is vulnerable to sudden loss of generation—which is exactly what happened in the storm that caused the 2016 blackout, when tornadoes ripped through some key transmission lines. Getting the system back on stable footing has been an issue ever since.

Displaying his usual talent for showmanship, Musk stepped in and promised to build the world’s largest battery to store backup energy for the network—and he pledged to complete it within 100 days of signing the contract or the battery would be free. Pen met paper with South Australia and French utility Neoen in September. As of press time in November, construction was underway.

For South Australia, the Tesla deal offers an easy and secure way to store renewable energy. Tesla’s 129 MWh battery will be the most powerful battery system in the world by 60% once completed, according to Gizmodo. The battery, which is stationed at a wind farm, will cover temporary drops in wind power and kick in to help conventional gas and coal plants balance generation with demand across the network. South Australian citizens and politicians largely support the project, which Tesla claims will be able to power 30,000 homes.

Until Musk made his bold promise, batteries did not figure much in renewable energy networks, mostly because they just aren’t that good. They have limited charges, are difficult to build, and are difficult to manage. Utilities also worry about relying on the same lithium-ion battery technology as cellphone makers like Samsung, whose Galaxy Note 7 had to be recalled in 2016 after some defective batteries burst into flames, according to CNET.

However, when made right, the batteries are safe. It’s just that they’ve traditionally been too expensive for large-scale uses such as renewable power storage. But battery innovations such as Tesla’s could radically change how we power the economy. According to a study that appeared this year in Nature, the continued drop in the cost of battery storage has made renewable energy price-competitive with traditional fossil fuels.

This is a massive shift. Or, as David Roberts of news site Vox puts it, “Batteries are soon going to disrupt power markets at all scales.” Furthermore, if the cost of batteries continues to drop, supply chains could experience radical energy cost savings. This could disrupt energy utilities, manufacturing, transportation, and construction, to name just a few, and create many opportunities while changing established business models. (For more on how renewable energy will affect business, read the feature “Tick Tock” in this issue.)

Battery research and development has become big business. Thanks to electric cars and powerful smartphones, there has been incredible pressure to make more powerful batteries that last longer between charges.

The proof of this is in the R&D funding pudding. A Brookings Institution report notes that both the Chinese and U.S. governments offer generous subsidies for lithium-ion battery advancement. Automakers such as Daimler and BMW have established divisions marketing residential and commercial energy storage products. Boeing, Airbus, Rolls-Royce, and General Electric are all experimenting with various electric propulsion systems for aircraft—which means that hybrid airplanes are also a possibility.

Meanwhile, governments around the world are accelerating battery research investment by banning internal combustion vehicles. Britain, France, India, and Norway are seeking to go all electric as early as 2025 and by 2040 at the latest.

In the meantime, expect huge investment and new battery innovation from interested parties across industries that all share a stake in the outcome. This past September, for example, Volkswagen announced a €50 billion research investment in batteries to help bring 300 electric vehicle models to market by 2030.

At first, it sounds like a narrative device from a science fiction novel or a particularly bad urban legend.

Powerful cameras in several Chinese cities capture photographs of jaywalkers as they cross the street and, several minutes later, display their photograph, name, and home address on a large screen posted at the intersection. Several days later, a summons appears in the offender’s mailbox demanding payment of a fine or fulfillment of community service.

As Orwellian as it seems, this technology is very real for residents of Jinan and several other Chinese cities. According to a Xinhua interview with Li Yong of the Jinan traffic police, “Since the new technology has been adopted, the cases of jaywalking have been reduced from 200 to 20 each day at the major intersection of Jingshi and Shungeng roads.”

The sophisticated cameras and facial recognition systems already used in China—and their near–real-time public shaming—are an example of how machine learning, mobile phone surveillance, and internet activity tracking are being used to censor and control populations. Most worryingly, the prospect of real-time surveillance makes running surveillance states such as the former East Germany and current North Korea much more financially efficient.

According to a 2015 discussion paper by the Institute for the Study of Labor, a German research center, by the 1980s almost 0.5% of the East German population was directly employed by the Stasi, the country’s state security service and secret police—1 for every 166 citizens. An additional 1.1% of the population (1 for every 66 citizens) were working as unofficial informers, which represented a massive economic drain. Automated, real-time, algorithm-driven monitoring could potentially drive the cost of controlling the population down substantially in police states—and elsewhere.

We could see a radical new era of censorship that is much more manipulative than anything that has come before. Previously, dissidents were identified when investigators manually combed through photos, read writings, or listened in on phone calls. Real-time algorithmic monitoring means that acts of perceived defiance can be identified and deleted in the moment and their perpetrators marked for swift judgment before they can make an impression on others.

Businesses need to be aware of the wider trend toward real-time, automated censorship and how it might be used in both commercial and governmental settings. These tools can easily be used in countries with unstable political dynamics and could become a real concern for businesses that operate across borders. Businesses must learn to educate and protect employees when technology can censor and punish in real time.

Indeed, the technologies used for this kind of repression could be easily adapted from those that have already been developed for businesses. For instance, both Facebook and Google use near–real-time facial identification algorithms that automatically identify people in images uploaded by users—which helps the companies build out their social graphs and target users with profitable advertisements. Automated algorithms also flag Facebook posts that potentially violate the company’s terms of service.

China is already using these technologies to control its own people in ways that are largely hidden to outsiders.

According to a report by the University of Toronto’s Citizen Lab, the popular Chinese social network WeChat operates under a policy its authors call “One App, Two Systems.” Users with Chinese phone numbers are subjected to dynamic keyword censorship that changes depending on current events and whether a user is in a private chat or in a group. Depending on the political winds, users are blocked from accessing a range of websites that report critically on China through WeChat’s internal browser. Non-Chinese users, however, are not subject to any of these restrictions.

The censorship is also designed to be invisible. Messages are blocked without any user notification, and China has intermittently blocked WhatsApp and other foreign social networks. As a result, Chinese users are steered toward national social networks, which are more compliant with government pressure.

China’s policies play into a larger global trend: the nationalization of the internet. China, Russia, the European Union, and the United States have all adopted different approaches to censorship, user privacy, and surveillance. Although there are social networks such as WeChat or Russia’s VKontakte that are popular in primarily one country, nationalizing the internet challenges users of multinational services such as Facebook and YouTube. These different approaches, which impact everything from data safe harbor laws to legal consequences for posting inflammatory material, have implications for businesses working in multiple countries, as well.

For instance, Twitter is legally obligated to hide Nazi and neo-fascist imagery and some tweets in Germany and France—but not elsewhere. YouTube was officially banned in Turkey for two years because of videos a Turkish court deemed “insulting to the memory of Mustafa Kemal Atatürk,” father of modern Turkey. In Russia, Google must keep Russian users’ personal data on servers located inside Russia to comply with government policy.

While China is a pioneer in the field of instant censorship, tech companies in the United States are matching China’s progress, which could potentially have a chilling effect on democracy. In 2016, Apple applied for a patent on technology that censors audio streams in real time—automating the previously manual process of censoring curse words in streaming audio.

In March, after U.S. President Donald Trump told Fox News, “I think maybe I wouldn’t be [president] if it wasn’t for Twitter,” Twitter founder Evan “Ev” Williams did something highly unusual for the creator of a massive social network.

He apologized.

Speaking with David Streitfeld of The New York Times, Williams said, “It’s a very bad thing, Twitter’s role in that. If it’s true that he wouldn’t be president if it weren’t for Twitter, then yeah, I’m sorry.”

Entrepreneurs tend to be very proud of their innovations. Williams, however, offers a far more ambivalent response to his creation’s success. Much of the 2016 presidential election’s rancor was fueled by Twitter, and the instant gratification of Twitter attracts trolls, bullies, and bigots just as easily as it attracts politicians, celebrities, comedians, and sports fans.

Services such as Twitter, Facebook, YouTube, and Instagram are designed through a mix of look and feel, algorithmic wizardry, and psychological techniques to hang on to users for as long as possible—which helps the services sell more advertisements and make more money. Toxic political discourse and online harassment are unintended side effects of the economic-driven urge to keep users engaged no matter what.

Keeping users’ eyeballs on their screens requires endless hours of multivariate testing, user research, and algorithm refinement. For instance, Casey Newton of tech publication The Verge notes that Google Brain, Google’s AI division, plays a key part in generating YouTube’s video recommendations.

According to Jim McFadden, the technical lead for YouTube recommendations, “Before, if I watch this video from a comedian, our recommendations were pretty good at saying, here’s another one just like it,” he told Newton. “But the Google Brain model figures out other comedians who are similar but not exactly the same—even more adjacent relationships. It’s able to see patterns that are less obvious.”

A never-ending flow of content that is interesting without being repetitive is harder to resist. With users glued to online services, addiction and other behavioral problems occur to an unhealthy degree. According to a 2016 poll by nonprofit research company Common Sense Media, 50% of American teenagers believe they are addicted to their smartphones.

This pattern is extending into the workplace. Seventy-five percent of companies told research company Harris Poll in 2016 that two or more hours a day are lost in productivity because employees are distracted. The number one reason? Cellphones and texting, according to 55% of those companies surveyed. Another 41% pointed to the internet.

Tristan Harris, a former design ethicist at Google, argues that many product designers for online services try to exploit psychological vulnerabilities in a bid to keep users engaged for longer periods. Harris refers to an iPhone as “a slot machine in my pocket” and argues that user interface (UI) and user experience (UX) designers need to adopt something akin to a Hippocratic Oath to stop exploiting users’ psychological vulnerabilities.

In fact, there is an entire school of study devoted to “dark UX”—small design tweaks to increase profits. These can be as innocuous as a “Buy Now” button in a visually pleasing color or as controversial as when Facebook tweaked its algorithm in 2012 to show a randomly selected group of almost 700,000 users (who had not given their permission) newsfeeds that skewed more positive to some users and more negative to others to gauge the impact on their respective emotional states, according to an article in Wired.

As computers, smartphones, and televisions come ever closer to convergence, these issues matter increasingly to businesses. Some of the universal side effects of addiction are lost productivity at work and poor health. Businesses should offer training and help for employees who can’t stop checking their smartphones.

Mindfulness-centered mobile apps such as Headspace, Calm, and Forest offer one way to break the habit. Users can also choose to break internet addiction by going for a walk, turning their computers off, or using tools like StayFocusd or Freedom to block addictive websites or apps.

Most importantly, companies in the business of creating tech products need to design software and hardware that discourages addictive behavior. This means avoiding bad designs that emphasize engagement metrics over human health. A world of advertising preroll showing up on smart refrigerator touchscreens at 2 a.m. benefits no one.

According to a 2014 study in Cyberpsychology, Behavior and Social Networking, approximately 6% of the world’s population suffers from internet addiction to one degree or another. As more users in emerging economies gain access to cheap data, smartphones, and laptops, that percentage will only increase. For businesses, getting a head start on stopping internet addiction will make employees happier and more productive. D!


About the Authors

Maurizio Cattaneo is Director, Delivery Execution, Energy, and Natural Resources, at SAP.

David Delaney is Global Vice President and Chief Medical Officer, SAP Health.

Volker Hildebrand is Global Vice President for SAP Hybris solutions.

Neal Ungerleider is a Los Angeles-based technology journalist and consultant.


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

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The “Purpose” Of Data

Timo Elliott

I’ve always been passionate about the ability of data and analytics to transform the world.

It has always seemed to me to be the closest thing we have to modern-day magic, with its ability to conjure up benefits from thin air. Over the last quarter century, I’ve had the honor of working with thousands of “wizards” in organizations around the world, turning information into value in every aspect of our daily lives.

The projects have been as simple as Disney using real-time analytics to move staff from one store to another to keep lines to a minimum: shorter lines led to bigger profits (you’re more likely to buy that Winnie-the-Pooh bear if there’s only one person ahead of you), but also higher customer satisfaction and happier children.

Or they’ve been as complex as the Port of Hamburg: constrained by its urban location, it couldn’t expand to meet the growing volume of traffic. But better use of information meant it was able to dramatically increase throughput – while improving the life of city residents with reduced pollution (less truck idling) and fewer traffic jams (smart lighting that automatically adapts to bridge closures).

I’ve seen analytics used to figure out why cheese was curdling in Wisconsin; count the number of bubbles in Champagne; keep track of excessive fouls in Swiss soccer, track bear sightings in Canada; avoid flooding in Argentina; detect chewing-gum-blocked metro machines in Brussels; uncover networks of tax fraud in Australia; stop trains from being stranded in the middle of the Tuscan countryside; find air travelers exposed to radioactive substances; help abused pets find new homes; find the best people to respond to hurricanes and other disasters; and much, much more.

The reality is that there’s a lot of inefficiency in the world. Most of the time it’s invisible, or we take it for granted. But analytics can help us shine a light on what’s going on, expose the problems, and show us what we can do better – in almost every area of human endeavor.

Data is a powerful weapon. Analytics isn’t just an opportunity to reduce costs and increase profits – it’s an opportunity to make the world a better place.

So to paraphrase a famous world leader, next time you embark on a new project:

“Ask not what you can do with your data, ask what your data can do for the world.”

What are your favorite “magical” examples, where analytics helped create win/win/win situations?

Download our free eBook for more insight on How the Port of Hamburg Doubled Capacity with Digitization.

This article originally appeared on Digital Business & Business Analytics.

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Timo Elliott

About Timo Elliott

Timo Elliott is an Innovation Evangelist for SAP and a passionate advocate of innovation, digital business, analytics, and artificial intelligence. He was the eighth employee of BusinessObjects and for the last 25 years he has worked closely with SAP customers around the world on new technology directions and their impact on real-world organizations. His articles have appeared in publications such as Harvard Business Review, Forbes, ZDNet, The Guardian, and Digitalist Magazine. He has worked in the UK, Hong Kong, New Zealand, and Silicon Valley, and currently lives in Paris, France. He has a degree in Econometrics and a patent in mobile analytics.