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The Internet of Things Enables Precision Logistics (And Could Save The Planet Too!)

David Stephenson

A degree of precision in every aspect of the economy that was impossible before the IoT is one of my fav memes. That’s in part because it should encourage companies that have held back from IoT strategies to get involved now (because they can realize immediate benefits in lower operating costs, greater efficiency, etc.), and also it brings with it so many ancillary benefits, such as reduced environmental impacts (remember: waste creation = inefficiency!).

 Zero Marginal Cost Society

Zero Marginal Cost       Society

I’m reminded of that while reading Jeremy Rifkin’s fascinating Zero Marginal Cost Economy, which I got months ago for research in writing my own book proposal and didn’t get around to until recently.  I’d always heard he was something of an eccentric, but, IMHO, this one’s brilliant.  Rifkin’s thesis:

“The coming together of the Communications Internet with the fledgling Energy Internet and Logistics Internet in a seamless twenty-first-century intelligent infrastructure, “the Internet of Things (IoT),” is giving rise to a Third Industrial Revolution. The Internet of Things is already boosting productivity to the point where the marginal cost of producing many goods and services is nearly zero, making them practically free.”

Tip: When the marginal cost of producing things is nearly zero, you’re gonna need a new business model, so get this book!

At any rate, one of the three revolutions he mentioned was the “Logistics Internet.”

I’m a nut about logistics, especially as it relates to supply chain and distribution networks, which I see as crucial to the radically new “circular enterprise” rotating around a real-time IoT data hub. Just think how efficient your company could be if your suppliers — miles away rather than on the other side of the world — knew instantly via M2M data sharing what you needed and when and delivered it at precisely the right time. Or if the SAP prototype vending machine notified the dispatcher, again on a M2M basis, so that delivery trucks were automatically re-routed to the machine that was most likely  to run out first!

I wasn’t quite sure what Rifkin meant about a Logistics Internet until I read his reference to the work of Benoit Montreuil, “Coca-Cola Material Handling & Distribution Chair and Professor” at Georgia Tech, who, as Rifkin puts it, closes the loop nicely in terms of imagery:

“.. just as the digital world took up the superhighway metaphor, now the logistics industry ought to take up the open-architecture metaphor of distributed Internet communication to remodel global logistics.

Montreuil elaborates on the analogy (and incidentally, places this in the context of global sustainability, saying that the current logistics paradigm is unsustainable), and paraphrases my fav Einstein saying:

“The global logistics sustainability grand challenge cannot be addressed through the same lenses that created the situation. The current logististics paradigm must be replaced by a new paradigm enabling outside-the-box paradigm enabling meta-systemic creative thinking.”

Wooo: meta-systemic creative thinking! Count me in!

Montreuil’s answer is a “physical Internet” for logistics, which he says is a necessity not only because of the environmental impacts of the current, inefficient system (such as 14% of all greenhouse gas emissions in France), but also its ridiculous costs, accounting for 10% of the US GDP according to a 2009 Department of Transportation report!  That kind of waste brings out my inner Scotsman!

Rifkin cites a variety of examples of the current system’s inefficiency based on Montreuil’s research:

  • Trucks in the US are, on average, only 60% full, and globally the efficiency is only 10%!
  • In the U.S. they were empty 20% of miles driven
  • U.S. business inventories were $1.6 trillion as of March, 2013 — so much for “just in time.”
  • Time-sensitive products such as food, clothing, and medical supplies are unsold because they can’t be delivered on time.

Montreuil’s “physical Internet” has striking parallels to the electronic one:

  • Cargo (like packets) must be packaged in standardized module containers
  • Like the internet, the cargo must be structured independently of the equipment so it can be processed seamlessly through a wide range of networks, with smart tags and sensors for identification and sorting (one of the first examples of the IoT I wrote about was FedEx’s great SenseAware containers for high-value cargo!)

With the Logistics Internet, we’d move from the old point-to-point and hub-and-spoke systems to ones that are “distributed, multi-segment, intermodal.” A single, exhausted, over-worked (and more accident-prone) driver would be replaced by several. It’s a  little counterintuitive, but Montreuil says that while it would take a driver 240 hours to get from Quebec to L.A.under the current system; instead 17 drivers in a distributed one would each drive about 3 hours, and the cargo would get there in only 60 hours.

Under the new system, the current fractionated, isolated warehouse and distribution mess would be replaced by a fully integrated one involving all of the 535,000 facilities nationwide, cutting time and dramatically reducing environmental impacts and fuel consumption.

Most important for companies, and looping back to my precision meme, Montreuil points out that an open supply network allows firms to reduce their lead time to near zero if their stock is distributed among some of the hundreds of distribution centers that are located near their final buyer market. And once we have more 3-D printing, the product might actually be printed out near the destination. How cool is that?

Trucking is such an emblematic aspect of the 20th-century economy, yet as with the neat things that Union Pacific and other lines are doing with the 19th-century’s emblematic railroads, they can be transformed into a key part of the 21st century “precision economy” — but only if we couple IoT technology with “IoT thinking.”

Now let’s pick up our iPads & head to the loading dock!

I’ll be addressing this subject in one of my two speeches at the SCM2016 Conference later this month. Hope to see you there! 

 

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Ignore The IoT Hype And Stay Focused On Key Principles

Michael J. Martin

If you can ignore the PR white noise plaguing the Internet of Things (IoT) phenomenon and instead focus in on what the technology is and how to use it, you’ll have an easier time appreciating the fundamental principles that underpin it. Once you understand these first principles, determining exactly how IoT can help your business is a much more straightforward process. So, what are the first principles?

  1. When planning your IoT solution, begin with the end in mind. Do not build off older systems, but consider it a greenfield opportunity. Be creative and construct an innovative IoT vision.
  1. IoT is in part about having a more granular view of a situation, an operation, a process, or a piece of equipment, once it has been instrumented and interconnected and had intelligence applied to it.
  1. Standards are still evolving, so protocols for IoT remain in flux. It is important to consider the protocols you adopt.
  1. IoT is natively an IPv6 technology, so if you have not started using IPv6, now is the time to begin.
  1. Open architecture and standards-based networks should be part of your approach.
  1. Networks should be vendor-agnostic.
  1. All IoT wireless technologies, regardless of vendor, are classified as constrained networks, meaning they cannot handle much in the way of data rates. Ten to 30 kbps should be considered average.
  1. Intelligence needs to be pushed outward towards the edge of the network. Not all data needs to go to the center or to the cloud. A good percentage of data will live only on the network fabric.
  1. Security and federated protection points – firewalls, intrusion detection and protection systems, AAA systems – all need to use a hybrid blend of centralized and distributed architectures operating in concert.
  1. Privacy is required by law, so it must be respected.

As IoT evolves, more principles will join this list. The scenario is highly dynamic and demands an agile approach. The ability to see into your systems at a highly granular level will be extremely beneficial for lowering costs, improving quality, and speeding up processes. The key adage to consider pertaining to IoT is “situational awareness drives better and faster decision-making.” It’s this ultra-granularity that produces the greatest value for your enterprise.

Join me on December 6 for an interactive webcast, in which I’ll explain each one of these foundational first principles with industry examples from healthcare, manufacturing, smart cities, and more.

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Michael J. Martin

About Michael J. Martin

Michael J. Martin, MA, MBA, MEd, GDM, SCPM, PMP, is Senior Executive and Internet of Things Lead at IBM Canada. Throughout his career, Michael has touched on every sort of broadband network. In his many years serving the broadcast industry, he worked with microwave, satellite, over-the-air VHF/UHF, and optical-fiber solutions. For the past decade, he has been involved with narrow-band networks and, most specifically, with the Internet of Things and networks that leverage mesh, star, and cluster tree topologies.

Facing The Arctic Challenge At The World's Most Northerly Wind Farm

Gavin Mooney

Situated on a remote island at the far tip of Norway, Havøygavlen is the world’s most northerly wind farm.

Deep in the Arctic Circle, the weather here is both unpredictable and extreme. Temperatures can drop to -25°C and winds can howl at over 180km/h.

So why build a wind farm in such a hostile location? The Arctic offers massive potential to generate clean, renewable energy due to the high average wind speed (around 30km/h) and the fact that colder air is denser, meaning it carries more kinetic energy.

Designing a wind farm to handle these conditions is challenging. The wind and cold make the turbines wear faster than in other locations.

When the wind is from the south, it comes in a smooth stream, perfect for large-scale wind turbines. But when it’s from the north, it rises up the cliff face from all directions in a very turbulent stream that can present negative wind shear and other problematic wind phenomena. This turbulent wind places extraordinary loads on the pitch and yaw mechanisms that are used to adjust the blades and keep the turbines facing into the wind to capture the most energy.

For the bearings it is necessary to use a lubricant that won’t freeze, and one whose properties remain largely constant over a wide range of temperatures. The cold can also cause icing on the rotor blades, potentially unbalancing rotors and reducing power output of the turbines.

Maintenance is therefore a primary concern for Havøygavlen’s owners, Arctic Wind. Unprepared for such harsh conditions, the wind farm’s early years were hardly a success. The turbines twice had rotor blades sheared clean off, and once a turbine even collapsed to the ground in a storm.

It’s not just the extreme weather that makes life difficult for the Arctic Wind team. Transporting spare parts and maintenance crews to such a remote location is a logistical nightmare, and during the Arctic winter the area is plunged into 24-hour darkness.

The identification and prediction of failure are a key part of wind farm operations. When Fedem Technology approached them with a proposal to try a new technology, the operators at Havøygavlen jumped at the chance.

Fedem (which stands for Finite Element Dynamics in Elastic Mechanisms) is a Norwegian company specialising in advanced engineering analysis. It has developed cutting-edge software for modelling structures and mechanical systems under the influence of complex loads.

The software uses a nonlinear structural dynamics approach to simulate the system’s dynamic behaviour and enable new ways to accurately monitor and calculate the remaining life of the asset. The software detects both instantaneous consequences of one-off events and the long-term effects of cyclic loads.

The principle is to create an advanced digital model of physical objects, and update it with remote sensor feeds.

Analysis is run based on the laws of physics. “We create a digital clone of the installation, collect sensor data from the physical structure in the cloud, analyse the data we get in real time, and always have an overview of the structure’s condition,” explained Arnulf Hagen, CEO, Fedem Technology.

Fedem was recently acquired by SAP. With this acquisition, SAP plans to build an end-to-end #IoT solution in which a digital avatar continuously represents the state of operating assets through feeds from sensors, replacing the need for physical inspection with a “digital inspection.”

When you observe the same things remotely through the Internet as you would when you observe the object physically, that’s when you start getting real value for money, says Hagen.

For more on how cutting-edge technology can be used to enable alternative energy sources, see Battery Power From A Bandage?

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Gavin Mooney

About Gavin Mooney

Gavin Mooney is a utilities industry solution specialist for SAP. From a background in Engineering and IT, Gavin has been working in the utilities industry with SAP products for nearly 15 years. He has had the privilege of working with a number of Electricity, Gas and Water Utilities across the globe to implement SAP’s Industry Solution for Utilities. He now works with utilities to help them identify the best way to run simple and run better with SAP's latest products. Gavin loves to network and build lasting business relationships and is passionate about cleantech and the fundamental transformation currently shaking up the utilities industry.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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About Dan Wellers

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

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The Future Of Work Is Now

Stefan Ries

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

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

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

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

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

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

Choose the topics that match your needs

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

Episode 1 features the following topics:

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

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

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

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

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Stefan Ries

About Stefan Ries

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