The pressure for business to focus on digital transformation is rising and as such the role of the CEO and CMO in the digital journey are becoming more critical, writes CRAIG TERBLANCHE, Regional Director, Outsystems
The role of the CIO has never been under more scrutiny than in this digital age.
It may be a generalisation, but many South African CIOs started in large enterprise and corporate-sized organisations as IT managers, and have worked their way up over a 20 year period. They have been instrumental in building the systems that have been at the core of the company, and are reluctant to undo the time, money and effort invested. But in today’s digital economy, these systems are clunky, impractical and typically organisational process rather than customer-centric.
CIOs have inadvertently become the inhibitors of innovation, citing that digital transformation is a complex, costly and lengthy undertaking.
So what will it take to drive digital transformation? Progressive and forward thinking CEOs, along with empowered CMOs are essential to driving the digital transformation discussion at board level. A clear view of whether the CIO and the IT department are an enabler or an inhibitor for customer driven digital transformation is essential.
An app is not a digital strategy
“Let’s build an app for our customers.” It is a complete misnomer that an app alone provides digital transformation. An app is just one tool that can be used to digitally transform a business.
And, if an app doesn’t leverage core systems then it will not deliver what it promises. Clients who are attracted by the app will soon get frustrated and leave dissatisfied. The potential brand or reputational damage could be irreparable.
For CEOs to truly embrace digital transformation, they need to take advantage of the fact that it is possible to be in the customer’s pocket, at a moment in time, not only offering additional products and services, but also reducing operating costs with customer touch points that make the business more efficient.
How true digital transformation is possible
It’s not about technology. It’s about engaging customers on their terms. Legacy systems and core applications were developed to serve the organisation’s objectives on selfish terms. Modern systems expose functions and data as micro-services that can be provided to serve customers via their engagement channel of choice. Building a micro-service architecture to leverage the legacy systems and integrate a digital platform is imperative.
This is neither a lengthy nor financially prohibitive process. It should rather be viewed as a way in which the value of the current systems can be unlocked to provide a seamless and pleasant customer journey for existing clientele, and to attract new business, by offering services that customers actually want and not what the business thinks they want.
The adoption of a digital platform also assists enterprises to meet new governance and compliance obligations.
No you don’t need to fire your entire IT department
The IT department that has been supporting the legacy systems provides value that can be instrumental in the success of a digital transformation strategy. Their in-depth knowledge of the current system can be invaluable in leveraging the core systems to enable an organisation to unlock its existing data. Furthermore, the IT department can leverage its existing skills to build new applications and facilitate new processes and interactions across new channels.
By ignoring the naysayers and embracing the new tools available in the market, businesses are able to digitally transform, without costing a fortune, taking months to implement or compromising the value of existing systems and data.
If a business wants to implement a holistic digital transformation strategy, it may be time for the CIO to facilitate new digital skills – or his position really is threatened.
Epic Games brings a
Nite-mare to Android
Epic Games’ decision to not publish games through Google Play inadvertently opens a market to Android virus makers, writes BRYAN TURNER.
Epic Games, the creator of Fortnite, decided to take the high road by skipping Google Play’s app distribution market and placing a third-party installer for its games on its website. While this is technically fine, it is not recommended for the average user, because allowing third-party installers on one’s smartphone opens up the possibility of non-signed and malicious software to be run on the smartphone.
In June, malware researchers at ESET warned Android gamers that malicious fake versions of the Fortnite app had been created to steal personal information or damage smartphones. A malware researcher demonstrated how the fake applications works in the Tweet below.
Example how you can get infected by downloading #Fortnite Android app from YouTube video with 130K+ views.
This one send SMS to premium rate number and downloads another fake app. pic.twitter.com/pYj8GZoqoZ
— Lukas Stefanko (@LukasStefanko) June 21, 2018
While the decision to bypass Google Play was a bold move on Epic Games’ part, it has been a long time coming for app developers to move their premium apps off Google’s Play Store. The two major app distributors, Google Play and Apple’s App Store, take a 30% cut of every purchase made through their app distribution platforms.
The App Store is currently the only way to get apps on a non-modified iOS device, which is why Epic Games had no choice for Fortnite to be in the App Store. On the other hand, Android phones can install packages downloaded through the browser, which makes the Play Store almost unnecessary for the gaming company.
The most interesting part of this development is that Google is not the “bad guy” and Epic Games is no saviour to other game developers. Epic Games is a company with a multi-billion dollar valuation and has resources like large-scale servers to distribute and update its games, a big marketing budget to ensure everyone knows how to get its games, and server security to protect against malware.
Resources of this scale allow the game company to turn a cold shoulder to Google’s Play Store distribution and focus on its own, in-house solution.
That said, installing packages without the Google Play Store must be done carefully, and it is essential to do homework on where a package is downloaded. Moreover, when a package is installed outside of the Google Play Store, a security switch to block the installation of third party apps must be turned off. This switch should be turned back on immediately after the third party package is installed.
This complex amount of steps makes it less worthwhile to install third party apps, in favour of rather waiting for them to reach the Play Store.
From a consumer perspective, ESET recommends not installing packages outside of the Google Play Store and to ignore advertisements to download the game from other sources.
How to take on IoT
The Internet of Things (IoT) is coming, whether you like it or not and organisations today will look to platforms and services that help them manage and analyse the streams of data coming from connected devices, says RONALD RAVEL, Director B2B South Africa, Toshiba South Africa.
Today, we are witnessing an explosion in IoT deployments and solutions and are moving towards a world where almost everything you can imagine will be connected. While this opens the door to many possibilities it also comes with its own challenges such as privacy and security.
The Internet has become an integral part of everyday life; it has been a free for all on a daily basis. IoT is a difficult concept for many people to wrap their minds around. Essentially, nearly every business will be affected.
Managing vast quantities of data across increasingly mobile workforces can be tremendously beneficial if done well, but equally can be cumbersome and ineffective if not managed properly. This is why technologies such as mobile edge computing are becoming increasingly popular, helping to increase the prevalence of secure mobile working and data management in the age of IoT.
The evolution of IoT, despite rapid and ongoing technological innovation, is still very much in its fledgling stages. Its potential, though, is demonstrated by the fact that by 2020, Bain anticipates a significant shift in uptake, with roughly 80 per cent of adoptions at that point to have progressed to the stage of either ‘proof of concept’ or extensive implementation. This means that technological innovation in IoT for the enterprise is progressing at a similarly fast rate with many of these solutions being developed with utilities, engineering, manufacturing and logistics companies in mind.
Processing at the edge
For IoT to be adopted at the rate predicted, technology which does not overwhelm current or even legacy systems must be implemented. Mobile edge computing solves this. Such solutions offer processing power at the edge of the network, helping firms with a high proportion of mobile workers to reduce operational strain and latency by processing the most critical data at the edge and close to its originating source. Relevant data can then be sent to the cloud for observation and analysis, thereby reducing the waves of ‘data garbage’ which has to be processed by cloud services.
A logistics manager can feasibly monitor and analyse the efficiency of warehouse operations, for example, with important data calculations carried out in real-time, on location, and key data findings then sent to the cloud for centrally-located data scientists to analyse.
The work of wearables
The potential of IoT means it not only has the scope to change the way people work, but also where they work. While widespread mobile working is a relatively new trend in industries such as banking and professional services, for CIOs in sectors where working on the move is inherent – such as logistics and field maintenance – mobility is high on the agenda.
Wearables – and specifically smart glasses – have started to gain traction within the business world. With mobile edge computing solutions acting as the gateway, smart glasses such as Toshiba’s assisted reality AR 100 viewer solution have been designed to benefit frontline and field-based workers in industries such as utilities, manufacturing and logistics. In the renewable energy sector, for example, a wind turbine engineer conducting repairs may use assisted reality smart glasses to call up the schematics of the turbine to enable a hands-free view of service procedures. This means that when a fault becomes a barrier to repair, the engineer is able to use collaboration software to call for assistance from a remote expert and have additional information sent through, thereby saving time and money by eradicating the need for extra personnel to be sent to the site.
The time is ripe for organisations to look to exploit the age of IoT to improve the productivity and safety of their workers, as well as the end service delivered to customers. In fact, Toshiba’s recent ‘Maximising Mobility’ report found that 49 per cent of organisations believe their sector can benefit from the hands-free functionality of smart glasses, while 47 per cent expect them to deliver improved mobile working and 41 per cent foresee better collaboration and information sharing. Embracing IoT technologies such as mobile edge computing and wearable solutions will be an essential step for many organisations within these verticals as they look to stay on top of 21st century working challenges.