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Biometrics going beyond security

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By PINE PIENAAR, Managing Director of Afiswitch

Globally, digital transformation and consumer acceptance of biometrics as a measure to increase security protocols are both having a significant impact on driving the rapid adoption of biometrics. However, it must be recognised that the opportunities are far greater than just for security.

In fact, as widespread adoption of digital technologies such as cloud computing, machine learning (ML) and Internet of Things (IoT) continues to grow in mainstream markets, we are seeing faster innovation in the biometrics space too. And, while uses and uptake for mobile and multimodal identity management solutions will still grow significantly in the coming years, parallel to this, we are also seeing exciting developments in solutions that meet new uses/applications – offering consumers increased convenience and enhanced experiences across more mainstream markets.

As we closely follow developments across global markets, I’ve identified three uses/applications where I believe biometric-based solutions will increasingly be deployed:

#1: Biometrics to introduce paperless airport transfers

There have been a number of developments and pilot programmes rolled out in airports across the world; aimed at capturing, storing and making use of an individual’s biometrics as a form of authenticating a traveller’s identity. The move to biometrics can be underpinned by two key drivers; increased security at/through airports and improving the customer/traveller experience.

From a security point-of-view, it is well recognised that there is a global phenomenon with fake documents, including passports, and linked to identity theft. However, the introduction of multimodal biometric solutions – which generally involve an Automated Biometric Identification System (ABIS) as the basis and offers far more accurate identity verifications. And when these systems are securely integrated with appropriate databases, they are also able to deliver reliable results instantly.

Biometrics-based security protocols also create opportunities to streamline and speed up check-ins, customs and border control, and transfers at airports. This can reduce customer/traveller stress points and frustrations – of having to stand in queues and produce multiple documents every time they travel – and thereby significantly improve their overall experience.

While it is uncertain if biometrics will ever replace the need to apply for and/or renew one’s passport – advances in biometrics make a strong business case for frictionless authentication and paperless airport transfers. However, the aviation and travel industries aren’t alone in cottoning onto “frictionless authentication”…

#2: Frictionless authentication for payments

Driven by a heightened sense of competition – from traditional and non-traditional players, the banking industry in many markets around the world is arguably among the earlier adopters of new tech, as there is a strong direct correlation between offering innovation solutions and enhanced customer experience and retention.

Added to this, given the propensity of risk in financial services, this industry has a greater need to be able to offer customers strong security protocols – and are compelled by regulation to ensure their customers’ data and their money is protected.

It’s not surprising then that banks are starting to incorporate biometrics-based solutions into their business (from fingerprint capturing for identification authentication and as a security metric to protect a customer’s accounts) to fingerprint and facial recognition as a frictionless extra layer of security to authenticate and approve payments, etc. To demonstrate this massive market potential, research suggests that there will be over 2.6 billion biometric payment users by 2023.

#3: Identity management takes on behavioural biometrics with digital signature verification

Behavioural biometrics go hand-in-hand with digital and frictionless identity management – the only difference is that it’s the process or application of authenticating an individual based on their unique behavioural traits, rather than their physical characteristics.

The earliest noted behavioural trait is the signature and even digital signatures have a history of development that dates back to the late 1970s. It should be noted that a digital signature still makes use of physical biometrics, and most commonly fingerprints, whereby unique bar codes are created from the fingerprint pattern or image.

Due to widespread digital adoption and as more businesses and consumers alike, look to automate and streamline as many processes and/or tasks, its not surprising that digital signatures as a form of biometrics is currently receiving a lot more attention.

Adoption is largely dependent on a case-by-case growing need for effective authentication, security and control linked to specific actions. For example, using a digital signature as an extra line of security to authenticate a user’s identity during a digital transaction. However, the acceptance and adoption rate of digital signatures will strongly be influenced by cyber laws and industry specific regulation of individual markets.

These are only a few of the uses/applications for biometrics that are starting to emerge and receive a lot of attention, though there are many more currently being explored and across varying markets and industries, from travel to healthcare, for example. What is interesting to note though is that all of these uses and applications are still dependent on the one basic principle of biometrics – to accurately identity an individual – and then to address a need or action. It is a fascinating space and we will continue to keep you updated on the big movers and developments.

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How panic-buying disrupts traditional supply chains

Panic buying has become commonplace during the COVID-19 crisis. PAULO DE MATOS, chief product officer at SYSPRO, outlines how good technology and ingenuity is panic-proof.

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Amid the COVID-19 pandemic, the world cannot afford for manufacturing and distribution to grind to a halt. From food on our shelves, to medical necessities, these sectors are at the heart of our economy and must keep going at all costs. Although the global supply chain is usually a well-oiled machine consisting of a system of organizations, people, processes, information and resources, disruption of this well-oiled machine has become the new reality. According to a new survey released by the Institute for Supply Management (ISM), 75% of companies worldwide have reported supply chain disruptions as a result of COVID-19.  Added to that is the increasingly unpredictable demand caused by panic buying and consumer stockpiling.  

Reinventing the supply chain to face the challenges of today 

In response to the pandemic, manufacturers and distributors have had to pivot in a new direction, to turn the supply chain challenge into a competitive advantage through ingenuity.  

The US recently invoked the Defense Production Act to allow American manufacturers to suspend their normal production schedules and begin manufacturing materials such as ventilators, which are needed in this time of crisis. The Act, which was originally passed in 1950, was a war mobilization effort. It allowed the government to direct efforts of manufacturers to focus production on the much-needed necessities in times of need, from medical supplies through to necessary disinfection products.  

Australia has applied a similar approach through the implementation of ‘wartime’ manufacturing. Due to a shortage of necessities like ventilators and hand sanitizers, the Australian government is offering financial packages that incentivize factories to manufacture critical supplies. For example, one of Australia’s biggest packaging companies, Pact Group, is converting production lines at three of its Sydney plants as it starts making hand sanitizer for the first time, instead of industrial cleaners.  

Within Canada and South Africa, distilleries have also committed to supplying alcohol, a key ingredient in hand sanitizer.  

Using technology to ensure long-term resilience 

Until recently, China has consistently supplied global manufacturers with the bulk of their required components, raw materials and or processed materials. Presently, 6 in 10 (62%) of the respondents of the Institute for Supply Management (ISM) survey have reported that they have experienced increasing delays in receiving orders from China. This is of course just the tip of the iceberg, with the pandemic now impacting almost every country in the world; delays are going to begin affecting deliveries from every country, and the lateness of the delivery is expected to increase.  With the increasing shortages of parts, global manufacturers are now scrambling to identify alternative suppliers and supply chains to make up for the missed deliveries. 

Technology systems, such as Enterprise Resource Planning (ERP) systems, can certainly improve the situation by giving manufacturers improved visibility of the reliable local suppliers and their supply chains. Through ERP integration, representatives from different supplier companies can interact on a single platform, improving the flow and availability of information and improving the reliability of delivery. For example, the SYSPRO Supply Chain Portal was originally launched with a Request for Quote capability, which enabled the formal invitation of suppliers to tender for the supply of goods and services. Not only can manufacturers identify local suppliers who can meet their orders in a time of scarcity, but manufacturers themselves could easily find alternative suppliers.  

ERP also has the added advantage of reducing document handling and other manual activities and facilitates cross functional collaboration by enabling an online process for engaging with customers and suppliers. What’s more, planned receiving and manufacturing process steps can be amended temporarily in your ERP system to include additional Quality Assurance.  For example, the wiping down of surfaces and spraying of goods with appropriate chemical or detergent cleansers and adding waiting times before issue or delivery. 

In times of unforeseen scarcity, as the world is currently experiencing with the COVID-19 pandemic, it is imperative that the supply chain is kept open and full.  The challenge that the company faces is to identify the cheapest and easiest way to accomplish this, using their own unique combination of technology and ingenuity.  If there is surplus stock in the supply chain, the surplus could easily be sold onto neighbouring organizations – after all, the function of a manufacturing organization is to fulfil whatever is identified as a shortage in the economy. 

Managing disruption in the long-term 

The World Economic Forum has suggested that moving forward after this pandemic, there will be a “new normal”, a need to manage disruption by developing predictive models for proactive scheduling, and dynamic planning of supply with careful consideration of the uncertainties and risks. This change will most likely usher in the next level of digital transformation, based on the collection and analysis of data from various disparate applications.  

Ultimately, having the right combination of technology and dynamic ingenuity will allow manufacturers to weather the storm and navigate the unknown, bringing with it the success of discovering “the new world.” 

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Pandemic will change co-working – and vice versa

By CHARMAINE LAMBERT, WorkInProgress – an Absa Innovation Lab

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The COVID-19 pandemic is set to realign the world’s social and economic structure, and fundamentally change the way people work and interact, personally and professionally. While the current social measures in place around the world are aimed at stemming the spread of the virus, there’s a good chance that there’ll be a residual adoption of elements of them as humanity adapts to ‘the new normal’ – because the world will fundamentally never be the same again. 

Hundreds of thousands of people are set to lose their jobs as economies tank – but the optimistic view is that that’s an opportunity for the future, rather than the very real catastrophe it feels like at the moment – particularly in the SME space. It’s a rare economic situation that sees major corporations struggling as much as SME’s, and the upshot is that people may have to create employment opportunities for themselves and others, rather than returning to the jobs they had before the pandemic. 

It’s clear that the world will need more entrepreneurs, whose smart ideas can help rebuild economies, create employment opportunities and re-establish – and rebuild – the livelihoods of entire communities. 

Time Saving 

Many have glibly asked ‘could that meeting have been an email?’ – but the reality is that the working world is rapidly discovering the benefits of finding new ways to address business needs, that rely less on physical face-to-face interactions. Catching up as a group on a Zoom meeting is important, but cutting out a commute, the niceties of the preamble to a meeting and repeating yourself for the guy who stumbled in five minutes late has made meetings more efficient and to-the-point. 

Meetings won’t go away, because humans are collaborative. It takes one person to have a great idea, but it takes a team to realise and implement it – which is why co-working spaces will remain an important part of life for those taking up the challenge of employing themselves, and others by forming SME’s, in the new world order. 

Decentralising Operations 

The shift in ways of working has also shown that decentralisation is possible – something that may become a necessity in the future. All those shiny offices in global centres are expensive line items on the annual budget, and since budgets are going to be way tighter – if not non-existent – in future, even SME’s may have to make peace with the fact that not everyone needs to share a space. And knowing what we know now about how easy it is to spread viruses in close-contact working spaces, there’s a convincing health argument for decentralisation, too. 

If an SME team is driven enough, nobody will have to worry about clock-watching or ensuring that people are doing their jobs by having a manager stalking the halls and peering over cubicle walls. There will be essential functions that rely on being physically present in a space – but there’s no reason that different functions of a business can’t be split across different spaces, cities or even time zones to maximise efficiency and save costs. And with flexibility of working time now becoming an option across many industries, that demand will need to be catered for by SME’s and other employers, in the future. 

Greener Business 

Building more efficient spaces has been an important global trend over the past few years as companies realise the impact their business has on the planet. What about the environmental cost of getting people to that office every day, and of business travel? Cutting out the commute for the global workforce has already had a noticeable effect on the environment – fake-news dolphins in the canals of Venice, aside – so now that we’ve proven it’s possible to decentralise or work remotely, why not continue that?  

Carbon monoxide emissions in New York have been slashed by 50% over the past few weeks – mostly on the back of reduced road traffic – and an analysis by climate website Carbon Brief indicates that the shut-down in China has resulted in a 25% drop in energy use and emissions over a two week period at the height of the pandemic there, which is set to lead to an overall drop of 1% in the country’s carbon emissions for 2020. As industry ramps up again around the world, emissions will rise once more, but those numbers do illustrate the significant impact  a reduction in worker commuting, can have for the planet. 

4IR Creating Opportunities 

While there’s plenty of concern that the Fourth Industrial Revolution (4IR) is going to cost millions of jobs, it’s also set to deliver millions of opportunities and plenty of efficiencies. 

Robotic Process Automation (RPA) can take over manual, repetitive tasks – but instead of making the people in those functions, redundant, it frees them up to tackle more important and non-automatable tasks which can improve business operations. The global economic crisis means that efficiency and multitasking are going to become the order of the day – something the lean SME space is used to, to an extent. Embrace technology and let the people who are the heart of your business focus on helping you re-establish it and re-invent it. It’s time to innovate. 

While things are set to be very different, there’s a huge benefit to collaboration to establishing and maintaining a dynamic, agile business. Entrepreneurs and innovators thrive off being able to kick around ideas, sense-check decisions with others and find ways for seemingly-unrelated companies to work together to deliver unprecedented opportunity – and there’s nothing the world is going to need more than opportunity, once we come out the other side of this. 

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