A write up on Sthe's recent achievement- passing his Microsoft PL 400 exam!

Covid-19 has changed the global narrative to such an extent that many companies are feeling distressed and do not know where to turn. It is hard to appreciate this if you do not take a step back and look at the full scale of the problem. For retail companies, sales are down and the prospects of another shut down loom large as the country’s Covid-19 cases continue to grow. For service-based companies, hard decisions need to be made between the continuation of a service and paying rent or school fees.

There are products and services that cannot be cast aside. The challenge of these product and services then becomes the task of trying to innovate so that the product or service does not become a grudge purchase. This was felt in many industries long before Covid-19, and business leader realized that the natural place to focus their innovation was in improving the customer journey.

“GTconsult has always been at the forefront of innovation and we have worked tirelessly to bring our clients the best products and services in the market. But we are also aware that more is needed when it comes to client innovation, and we take the client journey very seriously. We have come up with an important solution which will help clients service their contracts in a convenient and hassle-free manner,” says Craig Tarr, CEO GTconsult who added that this will be a specific focus for 2021.

Growing demand

The motivation behind designing this product came from a growing demand amongst users who approached GTconsult expressing a problem about how they manage contracts as well as the approval of these contacts and then extending this to how they manage their customers and vendors.

“A lot of clients have indicated that they don’t want to use a conventional customer relationship management (CRM) system. The reasons for this are varied and very valid. It may not suit some of our client’s purposes or the licensing of the CRM system is proving to be a challenge. What most of our clients do not realize is that they most probably already have Office 365, so they have already taken the biggest step in taking a different approach,” says Tarr.

Servicing a need

So how do users pull all of their demands together into a system which will enable them to manage their contracts, run through approvals, have more than one relationship that they need to manage and the documents that are associated with that without using a conventional CRM system? Even a small company may find that they have to manage multiple vendors at the same time.

This can be built in Office 365 by using a SharePoint extension and PowerAutomate.

“We first need to establish what the problem that we want to sole is. It is essentially an onboarding problem whether it be contracts, customers, or vendors. At some point, you will want to onboard these parties and all of the documentation that is associated with them. Once this happens, you then have the task of dealing with contracts and service level agreements (SLAs) and documents which you will need to keep up-to-date and compliant with differing legal requirements. The major problem with this is that each of these contracts of SLAs have different workflows that have to be run simultaneously. Approval processes are often a challenge and documents that relate to a customer or vendor may need certifications and will most probably have some form of legal requirement that will need to be managed. Finally, there will also be performance reviews that will need to be conducted at various times,” says Tarr.

Users may also find that they are in a situation where one company has to manage many contacts. This may mean that they have different project managers and stakeholders that all belong to the same organization that they will have to deal with at different times. This is typically something that will be put into a CRM, but it is also something that can be managed by SharePoint using a contacts list.

Making a list and checking it twice

“Speaking of lists. Once a user has gone through the onboarding process, or even during the process, they will typically need to go through a checklist to ensure that they are dealing with the right vendor and that the vendor checks all of the boxes. GTconsult uses a checklist that is dynamic enough that users can go through the process and modify these lists in real time should the needs of the project – or checklist – change,” says Tarr.

Once you have uploaded the customer/vendor, and have approved them, users could run into systemic issues (operational)which are risks that need to be managed and mitigated. Users will also occasionally have performance reviews (depending on the type of contract) that they would need to run on either a quarterly or yearly basis. These are processes that you will need to work through and ensure that they are done properly. Good governance is key.

Innovative solution

“So, how has GTconsult solved the above challenges? We have used Office 365 and the SharePoint extension – along with PowerAutomate – to build a solution that allows GTconsult to manage all of the different aspects that were highlighted above in one go. This is done though the use of a single page app. By using the SharePoint app extension, we have a hosting capability in terms of JavaScript. So, whether you need to fast-track a project by using something that is already tried and tested (and built), or whether you need specific functionality that is difficult to building the first place, JavaScript is the best place to turn to because most of these requirements are inherent in the system,” says Tarr.

He adds that, once you deliver all of this functionality, you will obviously need a workflow functionality that operates behind the scenes.  “Whether it is approvals, or permission structures, or whether you need to reach information that is hard to source, you will always need some form of framework for that workflow. PowerAutomate does this with ease due to its integration capabilities as well as its timing capabilities which is often found to be a specific problem in SharePoint. We now have the capability to set a timer to kick off on a daily or weekly basis,” says Tarr.

Underpinning all of this is SharePoint and GTconsult utilizes SharePoint and several different lists to enable this capability through a single page form using it as a relationship type database. Previously, this functionality would have been provided through lookup lists in SharePoint.

“What we are finding with the SharePoint extension is that it really enables users to take this to another level in terms of relationships and how you store & retrieve data. Yes, there is a lot of learning around specific shortcomings, in terms of the number of items (for example indexing) to make sure that you do not run into problems after you hit a specific number (typically 5 000 items). This is a learning curve that needs to be worked through,” says Tarr.

A step-by-step video walking you through the process is available on our Facebook (https://bit.ly/3ixwZtA) page and LinkedIn page (https://www.linkedin.com/company/2350799/admin/). 

Simplifying workflows

Admin is often a stumbling block for most companies. It can become troublesome and complicated if it not managed properly. The other side to poor administration, particularly when it comes to contracts and SLAs is that compliance becomes a problem.

“What we have shown you today is not just the ability to use charting libraries, but also the frameworks that you could have around navigations and easy list manipulation with data tables. In addition, behind the scenes, all of this is getting mapped using Rest API which makes single page apps viable in terms of performance moving through the application. As you can see, migration between pages using the GTconsult solution (which makes use of Rest API) was swifter as opposed to a page refresh. There is a lot of benefit in all data being managed in a single location,” said Tarr.

Simplification of workflows, particularly when it comes to admin, allows companies to focus their strengths in other areas. Doing the basics well means that you will have a solid foundation to build business plans around that will benefit your company in the long run, particularly in a world that is being defined by the Fourth Industrial Revolution where almost every aspect of everyday life is being driven by technology.

“GTconsult is committed to enabling productivity and helping its clients grow by simplifying workflows and taking stress away from its clients. Contact us today to find the solution that will benefit your company,” concludes Tarr. 

About a year in Donald Trumps Presidency, he found himself embroiled in a major war of attrition with China. While no violence was committed, relations between the two countries was precariously balanced on a knife edge with major allegations (from Trump) that China was embarking on a major espionage campaign that was being driven by Huawei. Later, there were allegations of coordinated cyber attacks from Beijing that affected high level US targets.

Chinese President, Xi Jinping, denied all of Trumps accusations saying that the reason behind the war of attrition is vastly different from the presented facts. Xi pointed out that the war of attrition was over China’s Made in China 2025 programme. At this stage, China had become the worlds second biggest economy and the country laid out a growth plan that would sustain the economy’s growth. Part of this plan was that 80% of the worlds technology would be produced and distributed by Chinese companies by 2025. This obviously has major ramifications for Silicon Valley which is a significant driver of the US economy. Xi went on to add that Huawei was being targeted because it was pioneering tech that Apple and Samsung were not; the fact that the company faced opposition in Australia and New Zealand over its 5G expansion plans suggests that Xi was not far off the mark. Would Apple or Samsung have faced similar opposition had they been the pioneers?

US sanctions aside, the Chinese economic beast is large enough to be self sustaining and Chinese companies have the whole of Asia as a possible market to drive its ambitions. Where to now for the Made in China 2025 programme?

Shadow games

One of the ways that China is approaching its world domination is through subliminal influencing. Changing behaviours and making it acceptable is almost a passive way of asserting your dominance and not drawing attention to the fact that you are influencing the global market. I recently read an article by the BBC which showed how this is taking place.

The article points out that for more than 30 years, a small parcel of land covering about 45 square miles (116sqkm) has had an outsized impact on the way we work, live and play.

California’s Silicon Valley shapes our lives. From the websites where we do our household shopping to the video-streaming services we watch to the companies which provide our email, almost all are based in this corner of the United States.

The article adds, until recently, that is. The rise of TikTok, an app whose parent company is the Chinese firm ByteDance, has struck at the heart of Silicon Valley’s supremacy. Along with other digital products coming out of China, TikTok has the potential to reshape the future of technology – a future in which the culture, and the interests, of Shanghai or Beijing could mould the industry more than that of San Francisco Bay.

It’s hard to overstate just how much of a switch this is.

“The narrative previously was about China coming up with its own versions of [Western] digital products,” Elaine Jing Zhao, Senior Lecturer in the School of the Arts and Media at the University of New South Wales in Australia told the BBC.

“Nowadays, you see the narrative shift towards how Western social media platforms are learning from Chinese social media platforms.”

And Chinese apps, platforms and services currently look quite different from those in the West.

The rise of Chinese tech

The BBC article points out that the most famous, of course, is TikTok – which has 690 million monthly active users worldwide, 100 million of whom are in the United States and a further 100 million in Europe.

Like other apps of Chinese origin, TikTok’s owners have tried to downplay the app’s background. “They want to give international users the impression they are not Chinese platforms, but global platforms,”  Jian Lin, Assistant Professor at  the University of Groningen in the Netherlands told the BBC, an author of multiple books on the Chinese influencer industry and technology platforms. “They really want to transmit this impression to the public that they’re not necessarily Chinese. They’re just like others, a global platform.”

The article adds that their fear of backlash has been borne out by the hard stance US President Donald Trump has taken against the app, who claimed without significant evidence it’s a national security risk. Other countries to oppose TikTok include India, where the app was banned in June 2020, and Pakistan, which banned it for 10 days in October.

But these challenges seem unlikely to dissuade other Chinese tech companies from following TikTok’s lead, Lin told the BBC. “I do believe Chinese companies will become even more ambitious and stronger in the coming years,” he says.

The article points out that he also expects these companies to increase their global ambitions: since the Chinese domestic tech market is highly saturated, with strong levels of competition, they may see more opportunities coming from the overseas market.

Changing Western tech

The article points out that, already, the way Chinese-launched apps interact with users, and the services they offer within the apps, are influencing Western platforms. One example: the “superapp”.

“In China it’s very common to become a superapp, where you do a lot of different things within the same app,” Fabian Ouwehand, Founder of Many, a Dutch social marketing agency that advises companies and influencers on how to use TikTok and its Chinese version, Douyin told the BBC.

Perhaps the most popular combination? Social media and commerce. “In China people are used to the commercialised version of social media entertainment, and do a lot of ecommerce and business through their apps,” says Lin.

The article adds that, on Douyin, for example, users can buy products directly from the app as they watch the shortform videos that creators post onto the platform – something TikTok in the West is mimicking through the introduction of integration with online shopping platform Shopify, launched in October 2020. WeChat, which is often described solely as a chat app, is far more: it’s also a payment platform and a way to keep up to date with friends.

The reason superapps have become so popular in China is simple, says Zhao. “People feel it’s really convenient to have every part of their life organised by social media platforms and superapps,” she says. “From shopping online to hailing taxis, socialising with friends and meeting up with strangers, everything you can do within one app.”

This kind of approach requires handing over more data to link up disparate systems into a single, convenient place for users – something that not everyone might be comfortable with. But experts believe that the demographics are on the side of app developers. “Younger users will accept it quicker than the older generations, who are a little bit wary,” says Ouwehand. “They value convenience over privacy.”

The article points out that western companies are taking note. Platforms like Facebook have begun to bring various features and services under a single umbrella: in recent years, Facebook has integrated online video (Facebook Watch) and shopping (Facebook Marketplace) into its core social network. Instagram, owned by Facebook, has added TikTok-like shortform repeating videos, called Instagram Reels, in recent months, and also has a connection with Shopify so fans of influencers can buy products their favourites wear directly in the app..

“I’m seeing more and more companies trying to add more features into their apps,” Rui Ma, a Chinese Tech Expert based in Silicon Valley told the BBC. “That’s probably the biggest overt move that looks a little bit more like Chinese tech.”

Enhanced moderation

The article points out that, behind the scenes, there are other differences that could also make meaningful change.

TikTok has been criticised for its approaches to disabled and overweight creators, whose videos it has been alleged to de-prioritise – a legacy of moderation policies drawn up by staff in China. The app says it has since redrawn its policies on moderation to accommodate a more open, less censorious Western taste and culture.

The article adds that, despite localising its content moderation policies, TikTok remains much more proactive than Western social platforms in intervening where it sees potentially troubling content. The company’s September 2020 transparency report shows that, of the 104 million videos removed from TikTok in the first half of 2020, 90.3% were removed before they received any views – and 96.4% were taken down by the app itself, before being alerted to infringing content by another user.

Compare that to the content moderation policies of, say, YouTube. Until the coronavirus crisis compelled YouTube to rely far more on automated moderation rather than human intervention, the app lagged a little behind TikTok on its proactive takedowns of videos. In the three months between April and June 2020, the most recent data available, 95% of videos were taken down by “automated flagging”, though only 42% had no views before they were removed.

Algorithmic recommendations

The article points out that another way in which Chinese social media platforms are influencing Western ones is in how they present and filter information.

While Facebook and Twitter recommend posts based on what your friends are posting and sharing on your news feed, TikTok and other Chinese apps like it try to learn as much as it can about you, and then direct content to you they think you’ll like. “In China you see a lot of different platforms coming up that are way more focused on exploration, and here it’s a lot on your social circle,” says Ouwehand.

The article adds that this model understands our preferences based on prior behaviour with videos we’ve already seen, rather than assuming our interests based on those we interact with or via our past search terms. It’s a meaningful difference that is shaping the way we consume information, and changes the economics of those creating the content.

Under the Chinese model of algorithmic exploration and recommendation, users are less beholden to the individual content creators they follow. On YouTube, for examples, big personalities have become celebrities because of their ability to build a loyal fanbase. But on TikTok, anyone can become a star overnight because of a single video that proves popular with the app’s algorithm – and that fame can disappear almost as quickly when the next big video is surfaced through the app’s code.

The article points out that, given how popular that strategy has been, it could signal a broader change among other social media platforms, as well.

The future of tech

The article adds that if Chinese companies continue to play an increasingly influential role in tech, our online world could look very different by, say, 2030.

For one, it could be much more diversified than the Silicon Valley standard we still, largely, see now. And while Chinese apps are best-known right now, that could change. “It’s not just Chinese companies, but other companies in Asia,” says Zhao. “These regional giants might want to have a slice of the global market pie as well. We’re seeing Facebook and Google competing for a slice of the Asian market, but at the same time local giants are entering the US market as well.”

The article points out that we might also see apps having an increased emphasis on localisation, something we already see with TikTok. “If you want to be a global company, you’re serving different consumers with different cultural tastes,” Zhao told the BBC.

And we may see Western products taking more of a lead from successful strategies or services out of China, and the rest of Asia. “That’s where the West is going to copy a lot,” says Ouwehand. “In terms of functionalities and the expansion of their own apps to do more.”

The article adds that the future of technology in the next decade will certainly look a lot less like the Silicon Valley-designed ideal we’ve been used to in the last 20 years. But it seems likely it will evolve through small steps and minor influences – as evidenced through the way TikTok differs from Douyin, and the lag in changes in the Chinese version of the app making their way to the Western one.

This is, after all, how a globalised world works, Zhao told thew BBC. “It’s an example of cross pollination. Doing business is always about drawing inspiration from each other,” she says.

More insight

What more can we expect form this plan? An article by Al Jazeera provided some additional insight.

Dual circulation; the Al Jazeera article pointed out that this is a concept Xi first mentioned in May, and has now become part of the plan for the next five years.

In essence, Beijing is saying it wants its future growth to be based mostly on internal cycles of production, consumption and distribution of goods and services.

The article added that, faced with a punishing trade war with the US and a government that wants to contain the rise of Chinese technology giants like Huawei – the global leader in the latest generation mobile telecommunications equipment – it is little surprise that China is turning inwards for its economic progress. With a middle class of about 400 million people, it can afford to do so.

The article pointed out that it acknowledged that China now faces a “complicated international situation”, something that is unlikely to change whoever wins the US presidential election on November 3.

But China is also keen to stress that it is not turning its back on the outside world and that it wants to continue to engage in international trade, the now de-emphasised, less well-defined second part of the dual-circulation strategy.

Technology

The article added that a cornerstone of the current 13th plan has been “Made in China 2025”, a push to nurture and develop high-tech industries.

The new plan calls for a continuation of that strategy, putting innovation at the heart of China’s modernisation drive.

“Making major breakthroughs in core technologies in key areas, China will become a global leader in innovation,” Xinhua said.

The article pointed out that developing homegrown technologies such as robotics and artificial intelligence is at the heart of China’s shift towards greater self-reliance [File: Aly Song/Reuters]According to analysts at global banking giant HSBC, the 14th plan will aim to strengthen industrial supply chains that were disrupted during the early stages of the pandemic, using technology to become more self-reliant in this respect.

“In our view, this means there will be more of a policy push for higher [research and development] spending in the coming years, especially in strategically emerging sectors such as biotechnology, semiconductors and new energy vehicles,” Qu Hongbin, chief China economist at HSBC, said in a research note sent to Al Jazeera.

A new frontier

If we are being honest, Chinese tech has already taken over the majority of the world and is having a major influence on the way that we do things and live our lives. In this space, China has achieved its goal and we will use Chinese tech if it is safe, well made and comparable to tech that is produced elsewhere in the world.

So where does China go next? I recently read an article which points out that Beijing is targeting the automotive sector. 

The article points out that China aims to have vehicles with partial self-driving technology account for 50% of all new-auto sales by 2025, double its previous goal, as the country encourages local companies to pull ahead of the U.S. in the field.

Under a plan released Wednesday, new vehicles with "level 2" or "level 3" automation are to make up 70% of sales by 2030. Level 2 assists the driver with steering, acceleration and braking, while level 3 means vehicles drive themselves under certain conditions such as on highways.

The article adds that China in 2017 called for level 2 and 3 vehicles to make up 25% of new-car sales in the world's largest auto market by 2025. Beijing considered raising the target to 30% last year, but is hitting the gas pedal now as China positions autonomous and "new energy" vehicles as a strategic emerging industry.

About 10% of new vehicles sold in China during the first half of 2020 carry level 2 automation, local media report.

The new plan also seeks to have level 4 autonomous vehicles, which require no human input except in emergencies, on the market by 2025 and account for 20% of sales in 2030. China looks to expand use of high-level self-driving technology nationwide by 2035 and integrate such vehicles into so-called smart cities.

The article points out that China will enact policies and legislation based on this road map, released by the National Innovation Center of Intelligent and Connected Vehicles at the direction of the Ministry of Industry and Information Technology.

Beijing is counting on Chinese tech companies to make this vision a reality.

Search engine company Baidu has received state support for its Apollo self-driving technology project, launched in 2017. Trials of an autonomous taxi service are underway in Hunan and Hebei provinces and parts of Beijing. Didi Chuxing, China's largest ride-hailing company, is testing a similar service in Shanghai.

Tech names ranging from startups like Pony.ai to giants such as Alibaba Group Holding and Tencent Holdings are increasing development in the field.

The article adds that though Tesla and Toyota Motor have led the way among automakers, Chinese players such as Geely Automobile Holdings, part of the group that owns Sweden-based Volvo Cars, are pushing into the fray as well. Nearly 100 new models with level 2 technology reportedly were rolled out in the first nine months of 2020, according to Chinese media.

On the regulatory side, with the commercialization of level 3 vehicles on the horizon, China is considering easing rules as early as next year to allow self-driving vehicles on public roads.

The reason why the US went to war in Vietnam, and the reason that it engaged in the Cold War, was that it was vehemently opposed to communism. For that, the US was seen by many as a beacon of hope and freedom. Is this not influence?  Throughout history, there have been international influencers that have shaped the way that we live. Perhaps it is China’s turn. 

If we go back over the centuries, the biggest impact of the various industrial revolutions that the world has been through is that there has been a significant change in the workplace.

Technology enables productivity but also creates various opportunities that were not present in the past. This has been at the heart of the Fourth Industrial Revolution (4IR) and its impact has only been enhanced by the Covid-19 Pandemic.

Changing landscape

If we go back to the industrial revolution, many skeptics were unconvinced that inventions such as the car and the printing press would replace horse drawn carriages and conventional forms of media.

Industrialization saw the mass printing of newspapers and books and the mass production of motor vehicles. This caused unemployment for many who filled these rolls in the past. While technology enables productivity, it also is a catalyst for social change. Many of the jobs that exist today will not exist 20 years from now.

While there will be significant social change, the role of humans will never totally disappear. While technology is becoming more self-governing, it will not be independent. Humans still need to govern the process.

So, what does the future of the workplace hold?

Accelerated change

I recently read an article which pointed out that the automation and digitization of the workforce has accelerated, partly due to Covid-19, but new jobs are coming and may be more accessible than you think.

The article pointed out that workers around the world are facing "double disruption": not only is the global workforce automating faster than expected, but the Covid-induced global recession has reversed employment gains, making it even harder for workers, especially those already disadvantaged, to make the transition to new types of jobs.

This is the core message of the World Economic Forum’s (WEF) 2020 Future of Jobs report, a survey of mostly big, white-collar companies across 26 countries.

Hitting the breaks

According to the report, the bad news is that, in contrast with previous years, job creation is slowing while job destruction is accelerating.

By 2025, the so-called robot revolution is set to disrupt 85-million jobs globally, according to the report. By then the average employer expects to divide tasks roughly equally between humans and machines.

Referencing the report, the article points out that, astonishingly, even half of the lucky ones who retain their jobs will need reskilling. Fortunately, the report finds that 73% of South African firms would look to retrain current staff to meet their changing requirements.

"Of course, it depends on the choices we make today," notes WEF MD Saadia Zahidi. "It depends on the kinds of investments governments make today and the investments workers make in terms of their own time. And it depends on the choices that business leaders make when it comes to retaining and protecting jobs vs shorter-term decisions that are more focused on quarterly results."

The article points out that the report warns that in the absence of support from governments and employers, inequality is likely to worsen because of the double whammy of technology and the pandemic, which has disproportionately affected millions of low-skilled workers.

Key investment

The article points out that improving access to online learning is an investment all countries should be making. According to US online learning provider Coursera, there has been a fivefold increase since the start of the pandemic in employers offering online learning to their workers, and a nine fold increase in people accessing it through government programmes, including in developing countries.

In Costa Rica, for example, the government has worked with employers to identify the skills in demand, partnered with Coursera to build the required online learning programmes, and helped match graduates of these programmes to available jobs.

"No matter what prediction you believe about jobs and skills, what is bound to be true is [a] heightened intensity and frequency of career transitions, especially for those already most vulnerable and marginalised," says Hamoon Ekhtiari, CEO of FutureFit AI, a Canadian reskilling firm that contributed to the report.

New roles

Refencing the report, the article points out that the good news is that 97-million new roles are expected to emerge over the next five years in existing fields such as the care sector, as well as in newer industries such as those involving big data, artificial intelligence, the green economy, cloud computing and product development.

"We think the future of work is digital, but it’s also human," said LinkedIn chief economist Karin Kimbrough at the report’s launch. Kimbrough believes the world will increasingly value tasks that involve collaboration, managing and caring. In fact, the pandemic has taught society to revalue in-person, frontline services such as nursing.

Moreover, getting into new digital fields isn’t as difficult as people may think. According to LinkedIn data, about half of all people making career shifts into these new industries come from unrelated fields.

"So, you can come from just about anywhere and manage the transition," says Kimbrough.

Advanced skills not necessary

The article points out that you also don’t need advanced levels of digital literacy to make the jump, which is important for a country such as SA where, according to the report, less than 30% of the population has digital skills.

Coursera’s head of data science, Emily Glassberg Sands, points out that, for those without university degrees, there are still lots of opportunities in administering technology, including, for instance, as Google IT support specialists (who are employed by thousands of firms to help debug Google every day).

The article added that it takes just six to eight months to train online as one, she says, and is a useful stepping-stone to unlocking more formal IT qualifications over time. "It’s difficult and requires support, but it’s less the exception than we think."

Kimbrough says if policymakers could identify the small clusters of skills with an outsized effect on opening more sustainable career paths, it could make a real difference to reducing global unemployment.

But the window of opportunity for managing this change is closing fast, Zahidi warns. "In the future, we will see the most competitive businesses are the ones that have invested heavily in their human capital — the skills and competencies of their employees."

Enhanced thinking

When James Cameron brought us The Terminator in 1984, we thought that giving machines the power of enhanced thinking was a bad idea. It really was not a good portrayal of the benefits of technology.

However, a recent article, referencing a report by Forrester, points out that its not all bad news though. I read an article which points out that artificial intelligence (AI) and automation will help organizations rethink the future of work.

Automation, not surprisingly, is aimed at the employee experience. In 2021, digital transformation initiatives in more than three-quarters of enterprises will focus on automation, the firm said.

"The 'great lockdown' of 2020 will make the drive for automation in 2021 both inevitable and irreversible,'' according to Forrester's Predictions 2021. "Remote work, new digital muscles, and pandemic constraints will create millions of pragmatic automations in 2021; document extraction, RPA (robotic process automation) from anywhere, drones, and various employee robots will proliferate; and, as expected, the mad dash to automate will bring trouble."

Driving efficiency and elasticity

The article points out that, while AI didn't predict the pandemic, it will help businesses rethink the future of work; drive more efficiency, elasticity, and scale in operations; and reimagine customer and employee experiences, Forrester said. AI is driving the growth of automated processes, helping them become smarter. Companies that adopt machine learning, a subset of AI, "will massively multiply their number of AI use cases, including for employee augmentation and automation,'' the firm said.

Forrester expects "hypergrowth in AI, along with the proliferation of artificial data and the beginnings of a Blockchain-based approach to data trust."

AI adoption grew 15 percentage points in the past year, and maturity is rising as firms move past small, incremental deployments, according to Forrester. "In 2021, the grittiest of companies will push AI to new frontiers, such as holographic meetings for remote work and on-demand personalized manufacturing. They will gamify strategic planning, build simulations in the boardroom, and move into intelligent edge experiences."

The article adds that Forrester also believes there are many deterrents to AI success: A lack of trust, poor data quality, data paucity, a lack of imagination, and a dearth of the right power tools to scale.

"But 2021 will see companies tackle these head on, not because they want to or suddenly have the wherewithal to overcome these in this unprecedented year--but because they have to,'' Forrester maintained. "They have to rebuild their businesses not for today or even next year but to prepare to compete in an AI-driven future. 2020 has given leaders the impetus, born out of necessity, and coincidence to embrace AI, with all its blemishes."

Don’t shy away

The article points out that Forrester advises firms not to shy away from AI. "Plan to quadruple your investment next year. Build your internal AI team, engage consultancies to implement domain-specific solutions, and upgrade your data, analytics, and machine learning platforms to rethink how you use AI."

Automation is also a top priority now, and thanks to the pandemic, it is aimed at the employee experience, Forrester said. In 2021, digital transformation initiatives in more than three-quarters of enterprises will focus on automation—whether for core records, customer operations, or engagement, the firm said. Advances in AI, changes to work patterns as a result of the pandemic, and a fierce global recession have made this drive for automation inevitable—and irreversible, according to Forrester.

The article adds that other predictions Forrester is making in AI and automation in 2021:

- No-code automated machine learning (AutoML) will be used to implement more use cases. AutoML can dramatically accelerate ML model development versus the traditional coding approach. In 2021, lucky laggards will use AutoML to implement 5, 50, or 500 AI use cases faster, leapfrogging their competitors. AutoML lets data scientists configure parameters and run hundreds or even thousands of experiments in one go. With AutoML, Forrester estimates that these teams can implement eight times the number of use cases aimed at operational efficiency or personalized customer experience—and greatly amplify the impact of digital transformation;

- A fifth of enterprises will expand investment in intelligent document extraction. Even before the pandemic, there was strong investment in intelligent document extraction platforms (IDEP) as firms wanted to use it to classify many types of documents. Combining computer vision with advances in machine learning has made platforms more valuable and easier to build and maintain;

- A notable failure will occur as a result of the rush to automation. The pandemic accelerated investment in various forms of business process and IT automation. Two-thirds of enterprise organizations that encountered broken processes during the pandemic were pressured to patch in automation solutions. But rushed and haphazard automation exposes systems and the business to serious risk. This can lead to monumental failures that not only damage a company's reputation and customer trust but also limit broader public trust in automation (specifically AI) as a result of media scrutiny. In 2021, up to 30% of organizations will ramp up their focus on quality by better planning and testing automation before deploying it to production or exposing it to employees;

- Intelligent automation suites will provide a quarter of all RPA solutions. Commoditization, major enterprise software acquisitions, new entrants, specialization, and public market ambitions are resulting in a diverse RPA market. Like machine learning, RPA will become an embedded feature of many platforms by the end of 2021;

- A fifth of enterprises will use commercial drones to automate business operations. Recent rapid growth in the consumer drones industry has sparked momentum in the commercial drone market. While social distancing is a factor in drone usage, two forces will accelerate adoption in 2021. First, governments are crafting better regulations to facilitate drone adoption and commercialization. Second, the rapid evolution of computer vision and 5G will enable real-time drone intelligence over ultra-reliable, low-latency communications; and

- Intelligent automation will advance to support one in four home workers. Three times as many information workers will work from home all or most of the time, while many companies will institute hybrid models. As a result of the pandemic, new forms of automation will support one in four remote workers either directly or indirectly by 2022. Direct support in the form of giving a bot to individual workers to support their daily journey will be rare. But indirect support will blossom, with intelligent automation handling employee benefits, questions, and supporting documents, customer service, and line-of-business tasks that are often invisible to the home worker.

Another report, which was the result of a joint study by Citrix, futurist consultancy Oxford Analytica, and business research specialist Coleman Parkes,  revealed the expectations of over 500 C-Suite leaders and 1,000 employees.

The report pointed out that:

- Three-quarters (74 per cent) believe that in fifteen years, artificial intelligence (AI) will significantly speed up the decision-making process and make workers more productive;

- New jobs will be created, including roles such as: Robot / AI Trainer, Virtual Reality Manager, and Advanced Data Scientist;

- Work will be more flexible and fuelled by technology. 75% of the study’s respondents believe that tech platforms will provide instant access to highly specialized, on-demand talent;

- 57% of respondents believe AI has the potential to make the majority of business decisions by 2035 and potentially eliminate the need for traditional senior management teams; and

- “AI-ngels” – digital assistants driven by AI – will draw on personal and workplace data to help employees prioritize their tasks and time and ensure mental and physical wellness.

Efficiency is key

One of the advantages of technology replacing human skills (according to employers) is efficiency. Robots are programmed to carry out a task and can do so without error, provided that the inputs are correct. Further, these tasks are carried out more efficiently and technology does not take leave days.

However, as pointed out at numerous points in this article, human skills will never be fully replaced. This was reinforced in a recent article by the World Economic Forum.

The article points out that, to do this, we must mobilize the best of human capabilities, technologies, innovative policies, and market forces in service of a new vision.

Moral and economic imperatives

The article points out that, to imagine the future of work, we must start with defining how human beings can adapt and grow.

Every person has the right to a productive life. Every person has the right not just to work, but to realize their purpose so they can participate fully in society. Every business has the moral and economic responsibility to help protect people’s livelihoods, even when they cannot always protect the jobs they do.

The article adds that you cannot have a healthy business in a sick world. For businesses to thrive, society must also thrive: from employees, to consumers, to suppliers, shareholders and other stakeholders. When you leave some people to fall through the cracks, you lose all the benefits they bring to society, from their skills and talents, to their experience and unique understanding. And yes, their buying power too.

It isn’t just a moral imperative, it’s also an economic one. Take gender equality. McKinsey estimates that if no action is taken, global GDP growth could be $1 trillion lower in 2030. Conversely, immediate action to advance gender equality could add $13 trillion to global GDP in 2030.

Re-imagining work

The article points out that, to reimagine the working landscape we need to attempt something that seems almost impossible: we must imagine not just what the world of work is going to look like in 10, 15, 20 years, but what we want it to look like. We must imagine what it will look like if human beings are thriving.

This means involving people as part of the solution rather than as a problem to be solved. Only by doing all this can we continue to build a better business and a better world - for everyone.

Actionable change

The article points out that there are three actions that businesses can take to facilitate this change.

- Support people to find their own sense of purpose and realize their full potential by working with them to develop a purpose-led, future-fit development plan. This is more than just running reskilling programmes. This is  about equipping people to lead the change, rather than having change done to them;

- Pioneer new forms of employment to provide flexibility with security. This is about enabling people to choose how they want to work depending on their life stage. A socially responsible alternative to the gig economy; and

- Putting mental health and wellbeing at the forefront of preparing for the Future of Work with meaningful action (not just ‘raising awareness’ campaigns’). This is about providing practical support and coaching to people as they figure out their future options.

The article adds that, while the jobs of tomorrow may be resetting, people are not. People are not widgets; they are the soul of any successful business. Businesses can help people to follow reskilling and other career pathways by: putting them at the heart of the future of work; ensuring they understand their own personal purpose; providing the support they need to feel happy and healthy; and giving them a sense of belonging.

This will ensure that people are able to thrive, adapt and grow as they are empowered to proactively shape the future of work.

Where does GTconsult fit in?

“GTconsult has been at the forefront of innovation and embracing enhancing productivity through technology. GTconsult started off as a small company with a big heart and grew because we knew where the future of tech was heading, and the impact that it would have on society. We continuously strive to drive change and focus on how trends impact our journey,” says Craig Tarr, Co-Founder of GTconsult and newly appointed CEO.

GTconsult has always focused on how technology can drive change and is involved in a number of projects which are helping clients improve efficiency and productivity. Stay tuned to find out more about these exciting projects. 

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This is the last week of Cyber Security Awareness Month, and hopefully you have navigated it with any incident.

Risk management plays an important role in the financial services industry. Insurers and credit providers take a serious look at risk and invest a lot of time and capital in developing models that will address the identified risk. It gives them an idea of where they are and where they need to be. Its true benefit can be seen in achieving identified deliverables.

Risk management also plays a significant role in the technology industry. However, because of the nature of the evolution of this risk, models need to be fluid and have to be extremely adaptable.

Serious complexity

Let’s revisit the financial services industry for a second. The reason why risk management plays an important role in this industry is that it is an effective way to address risk. This is only true because the risks that the industry faces haven’t changed much over the past ten years. The reason why risk management in the technology space becomes a challenge is because cyber security is seriously complex.

The article points out that consumers, businesses, and entire systems all over the world are under threat on a daily basis. Valuable personal and financial information is exposed and ready for the taking. Simple tasks like using a credit card, a phone, or a computer provide an opportunity to take our money, our identities, and your ways of life. Data breaches are capable of rendering large, powerful companies vulnerable.

As the world evolved and became more technological, attacks evolved along with the new developments.

A new window to climb through

The article points out that when humans learned to domesticate animals and grow food, larger settlements were established and societies started to flourish in multiple locations across the world.

Sedentary societies then placed value not only in food and clothing, but in things such as cattle, crops, land, houses, and machinery.

Commerce was created, value was placed on a new concept - money. Goods were then exchanged for precious metals such as gold, silver, and bronze in the form of coins and paper money years later.

The article adds that the value of money prompted societies to create impenetrable fortresses and sophisticated vaults to keep valuables away from the hands of criminals.  As societies became more complex, both crime and remediation efforts evolved along with them. Before the rise of computers, trespasses were much easier to prevent. All we had to do was keep a door locked. The internet has given a new window to climb through for digital assets.

This tells us that security has also evolved alongside attacks to give rise to holistic security. Today, digital assets have the highest value. Our neighbourhood is now the entire globe. In response to this new type of cyber criminal, organizations have developed an equally evolved security system.

Be prepared!

The article points out that, because of our daily interaction with connected devices, computers, smartphones, and tablets, it’s important that everyone - from the CEO and software developers to suppliers and employees - to be aware. Everyone can play an important part in keeping information safe.

The article adds that ransomware has become a headache for businesses and individuals alike. This type of attack can hold data hostage via encryption, which is the process of converting data into unreadable code to prevent access, until the victim pays a large amount of money to get the description keys. Organizations can fall victim to ransomware through drive-by downloads and phishing emails. Millions of people around the world reported encounters with ransomware.

While attackers are finding new, innovative ways to threaten the security of an organization, holistic and complete security will give enterprises a chance to fight against any attack and protect their data.

The article points out that everyone in the company should have the following questions in mind:

-  CEOs; how secure is your company? What risks are you exposed to?

-  Technical Teams; how can you make data easy and accessible to your team without compromising security?

-  Product Owners; at what stage do you integrate security? And

-  Employees; what is your role in cybersecurity? What can you do to protect your company’s data?

The article pointed out that it is important for cybersecurity to be a company-wide approach - a combination of people, processes and tools. Organizations should develop security operation centres, which are intelligence-led and are focused on creating high-level defence, cyber hygiene, education, and awareness.

The goal? To stress-test your systems, identify, contain and remediate the negative impact fast.

Cyber literacy

When my parents were at school, my mom had to do typing lessons as a school subject. It was the same for me when I was at school where a module of Computer Literacy Classes focused on typing. Spoiler alert, I still type with a single finger on each hand looking at the keyboard the whole time.

We digress. There is a significant push for subject matter such as coding and cyber security to be included in computer literacy classes in classrooms around the world. Cyber risk literacy should be part of every defensive strategy.

The article points out that while almost 95% of cybersecurity issues can be traced back to human error, such as accidentally clicking on a malicious link, most governments have not invested enough to educate their citizens about the risks, according to a report from the Oliver Wyman Forum.

Cyber risk literacy of the population

The article adds that cyber literacy, along with financial literacy, is a new 21^st century priority for governments, educational institutions, and businesses.

“Cyberattacks are now one of the fastest growing crimes globally and are expected to cost organizations more than $600 billion dollars a year by 2021,” Paul Mee of the Oliver Wyman Forum told helpnetsecurity.com.

“The situation has become even more pressing during the pandemic as our reliance on the internet has grown. Yet many citizens still lack the basic skills to keep themselves, their communities, and their employers safe.”

Fifty geographies were assessed, including the European Union, on the present cyber risk literacy of its population, and the nature of related education and training available to promote and enable future cyber risk literacy.

The article points out that the index measures five key drivers of cyber risk literacy and education: the public’s motivation to practice good cybersecurity hygiene; government policies to improve cyber literacy; how well cyber risks are addressed by education systems; how well businesses are raising their employees cyber skills, and the degree to which digital access and skills are shared broadly within the population.

How are assessed countries doing?

The article added that Switzerland, Singapore and the UK topped the list because of their strong government policies, education systems and training, practical follow through and metrics as well as population motivation to reduce risk.

Switzerland, the number one ranked country, has a comprehensive implementation document that lays out specific responsibilities along with what national or provincial legislation is required. Specific milestones are set, and timelines are assigned to ensure accountability regardless of who oversees the government.

Singapore, which is ranked second, has prioritized cybersecurity education efforts from early childhood to retirees. It established the Cyber Security Agency of Singapore to keep its cyberspace safe and secure. Its cyber wellness courses occur over multiple grades and focus on social and practical safety tips such as understanding cyber bullying.

The article pointed out that The UK ranked third, has the most integrated cyber system because it incorporates cyber risk into both primary and secondary education. The UK’s National Cyber Security Strategy of 2016-2021 is also one of the strongest plans globally. The US ranked 10th.

Countries that rank lower lack an overall national strategy and fail to emphasize cyber risk in schools. Some countries in emerging markets are only beginning to identify cybersecurity as a national concern.

“Governments that want to improve the cyber risk literacy of their citizens can use the index to strengthen their strategy by way of adopting new mindsets, trainings, messaging, accessibility and best practices,” Mee told helpnetsecurity.com. “With most children using the internet by the age of four, it is never too early to start teaching your citizens to protect themselves.”

Problematic issues

Another article by helpnetsecurity.com pointed out that cybersecurity is failing due to ineffective technology.

A failing cybersecurity market is contributing to ineffective performance of cybersecurity technology, a Debate Security research reveals.

The article pointed out that, based on over 100 comprehensive interviews with business and cybersecurity leaders from large enterprises, together with vendors, assessment organizations, government agencies, industry associations and regulators, the research shines a light on why technology vendors are not incentivized to deliver products that are more effective at reducing cyber risk.

The report supports the view that efficacy problems in the cybersecurity market are primarily due to economic issues, not technological ones. The research addresses three key themes and ultimately arrives at a consensus for how to approach a new model.

Cybersecurity technology is not as effective as it should be

The article pointed out that 90% of participants reported that cybersecurity technology is not as effective as it should be when it comes to protecting organizations from cyber risk. Trust in technology to deliver on its promises is low, and yet when asked how organizations evaluate cybersecurity technology efficacy and performance, there was not a single common definition.

Pressure has been placed on improving people and process related issues, but ineffective technology has become accepted as normal – and shamefully – inevitable.

The underlying problem is one of economics, not technology

The article added that 92% of participants reported that there is a breakdown in the market relationship between buyers and vendors, with many seeing deep-seated information asymmetries.

Outside government, few buyers today use detailed, independent cybersecurity efficacy assessment as part of their cybersecurity procurement process, and not even the largest organizations reported having the resources to conduct all the assessments themselves.

As a result, vendors are incentivized to focus on other product features, and on marketing, deprioritizing cybersecurity technology efficacy – one of several classic signs of a “market for lemons”.

Coordinated action between stakeholders only achieved through regulation

The article pointed out that, unless buyers demand greater efficacy, regulation may be the only way to address the issue. Overcoming first-mover disadvantages will be critical to fixing the broken cybersecurity technology market.

Many research participants believe that coordinated action between all stakeholders can only be achieved through regulation – though some hold out hope that coordination could be achieved through sectoral associations.

The article added that, in either case, 70% of respondents feel that independent, transparent assessment of technology would help solve the market breakdown. Setting standards on technology assessment rather than on technology itself could prevent stifling innovation.

Defining cybersecurity technology efficacy

The article pointed out that participants in this research broadly agree that four characteristics are required to comprehensively define cybersecurity technology efficacy.

To be effective, cybersecurity solutions need to have the capability to deliver the stated security mission (be fit-for-purpose), have the practicality that enterprises need to implement, integrate, operate and maintain them (be fit-for-use), have the quality in design and build to avoid vulnerabilities and negative impact, and the provenance in the vendor company, its people and supply chain such that these do not introduce additional security risk.

“In cybersecurity right now, trust doesn’t always sell, and good security doesn’t always sell and isn’t always easy to buy. That’s a real problem,” Ciaran Martin, Advisory Board Member at Garrison Technology told helpnetsecurity.com.

“Why we’re in this position is a bit of a mystery. This report helps us understand it. Fixing the problem is harder. But our species has fixed harder problems and we badly need the debate this report calls for, and industry-led action to follow it up.”

“Company boards are well aware that cybersecurity poses potentially existential risk, but are generally not well equipped to provide oversight on matters of technical detail,” John Cryan, Chairman Man Group told helpnetsecurity.com.

“Boards are much better equipped when it comes to the issues of incentives and market dynamics revealed by this research. Even if government regulation proves inevitable, I would encourage business leaders to consider these findings and to determine how, as buyers, corporates can best ensure that cybersecurity solutions offered by the market are fit for purpose.”

“As a technologist and developer of cybersecurity products, I really feel for cybersecurity professionals who are faced with significant challenges when trying to select effective technologies,” said Henry Harrison, CSO of Garrison Technology told helpnetsecurity.com.

“We see two noticeable differences when selling to our two classes of prospects. For security-sensitive government customers, technology efficacy assessment is central to buying behaviour – but we rarely see anything similar when dealing with even the most security-sensitive commercial customers. We take from this study that in many cases this has less to do with differing risk appetites and more to do with structural market issues.”

Be cyber smart

Cyber security is advancing at a rapid rate. Companies are no longer able to keep a constant eye on their employees and offer the protection that they need. a measure of this responsibility rests on the shoulders of those below board level.

Use a strong password

The article points out that having to manage a large number of applications and software, the easiest option for most users would be to pick a password that is easy to remember, and then apply it across the board.

While this might be a convenient option, it is definitely not the safest. Cybercriminals these days use tools that sniff out passwords reused on other sites to make their work easier and to make the stolen passwords and data more lucrative on the dark web. Hence, it is recommended that you choose strong passwords, using different alpha-numerical combinations, as well as change them periodically.

Opt for two factor authentication

The article adds that the rule of thumb should be when creating any digital account, always set up two-factor authentication (2FA).

It’s a common practice to login to accounts using multiple devices, most often of colleagues, or people we trust. Just trusting the person is never enough. It is their machines that you must trust. In case, you have logged into a network on a PC with malware, you are essentially letting cybercriminals access your data. In such cases, having 2FA, helps to prevent egregious attacks where a cybercriminal tries to login to your account and steal your data.

Safeguard your entry points

The article points out that all it takes is one weak entry point, to allow a cybercriminal access to your entire network.

By forgetting to close down the access points that are not being used, this can be an open door for hackers to enter, and place malware on to your network.

Lookout for signs of a scam

The article points out that phishing attacks have become increasingly common these days, and are using several tactics to target vulnerable users. At the same time, there are often several tell-tale signs of a scam in the making, which you can easily spot, if you keep a sharp lookout for them. For example, emails with improper grammar, and spelling mistakes are one of the biggest giveaways. Additionally, links that promise freebies and then request you to enter card details too are illegitimate.

Frequently update your system

The article adds that inexpensive home internet devices are prime targets for hackers. A best practice is to update these frequently, and apply all security patches quickly. In the case of older devices, which no longer receive firmware updates, they should be immediately switched out for newer models, to prevent hackers from controlling traffic through routers, and implementing various attacks.

Cybercrime is advancing at a rate which we can no longer afford to take lightly, or ignore. No organization or user today can be considered too small to be a potential victim, hence there is a strong need to create awareness on phishing or targeted attacks. Furthermore, the increased dependence on technology to stay connected, and ensure business continuity, has opened the floodgates to a whole new set of potential cybersecurity vulnerabilities that users must be conscious of. By practising these simple tips and maintaining good IT hygiene, we can be cybersmart, and safe on the internet.

There are other helpful, yet simple, tips to follow:

- increase your online privacy. Protect your online accounts by implementing multifactor authentication and using strong passwords, which consist of letters, numbers and special characters. Individuals should also refrain from accessing banking information or making online purchases when connected to an unsecured public network;

- stay secure while you work. As more employees work virtually during the COVID-19 crisis, they should be more vigilant about internet scams and online fraud. Business and personal information should be treated with the same care; avoid sharing it with unfamiliar parties or over unsecured networks. It is important to keep the security software on your business devices up to date, because only one employee needs to be compromised for an entire organization to experience a data breach;

- use social media responsibly. Social media is a great way to connect with friends and family, but it can also allow scammers and cybercriminals to target you. Only accept friend requests from people you trust, avoid clicking links in messages from strangers, and refrain from posting your personal information online. Remember to be careful about what you share. Remember, there is no “delete” button online.

“The responsibility to fight cyber crime is upon all of us. We cannot stand back and say that it should be an issue that needs to be tackled at board level. We are all exposed and we can all take a stand against this. Simple interventions, and being aware, can definitely go a long way to address this. Are you going to play an active role?” asks Craig Tarr, CEO of GTconsult.