A framework for the utility customer od the future

Autors: Vari.
Deloitte Insights, February 19, 2020

“To maintain and grow their relationship with households, utilities will need to meet customers’ changing expectations and support their evolving role as energy consumers and, increasingly, producers. How can they leverage technology to offer elevated human experiences to their customers?”

Looping in your new sidekick

Autors: Vari.
Deloitte Insights, February 6, 2020

“Given the increasing sophistication of artificial intelligence and machine algorithms, using machines to analyze data could yield time and cost efficiencies and enhance the value of insights derived from the data.”

Mindfulness can help unlock your company’s collective intelligence

Autors: Vari
Knowledge@Wharton, February 7, 2020

“Companies increasingly are setting up agile, cross-functional teams to tackle complex problems that need to be solved through teamwork and collective intelligence. Are there ways that firms can nurture these abilities among employees? According to research by Boston Consulting Group and Awaris, a ten-week mindfulness program can lead to a measurable increase in collective intelligence. This was the conclusion of a study involving 31 teams and 196 members. Christian Greiser, Jan-Philipp Martini, Liane Stephan and Chris Tamdjidi, the co-authors of this opinion piece, led the research study. ”

Learning technology tools: measurement first

Autors: Vari
Kogan Page, February 11, 2020

“Technology continues to expand our frontiers. SpaceX launched rockets that can orbit the earth and then return to a landing pad, ready to be refueled and launched again. Submarines stay submerged for months on stealth missions, and Google is prototyping driverless cars. What an incredible time to experience new technologies!”

Are Offices Obsolete?

Autors: Benjamin Kessler
Insead Knowledge, February 18, 2020

“The COVID-19 epidemic has highlighted the vulnerabilities of the traditional physically co-located office, forcing many Asian companies to work remotely. However, a small but growing number of tech companies are intendedly going “all-remote”. They may well be harbingers of the future of work.”

To protect trust in the 4IR, we need to become experts in distrust

Autors: Vari
World Economic Forum, February 11, 2020

“The vast majority of technologies, processes, and assumptions underlying the innovations that will lead to a more prosperous future rely on the use and flow of data. More and more information must be exchanged between the various actors in ever-growing ecosystems in order for the economy to continue to function. At the same time, however, the threats caused by cyberattacks or the misuse of data are increasing – and pose a threat to entire ecosystems. Even more important than the huge economic damage, however, is the erosion of trust: the most valuable asset of modern societies and economies for the digital transformation.”

What is driving IoT apathy?

Autors: Josh Sims
Raconteur, February 18, 2020

“Not all is well. “The problem,” says Andrew Dunbar, “is that ‘internet of things’ is such a broad, almost meaningless term. What’s more, the whole idea of IoT has been massively oversold, more in enphasis than in inaccuracy. It’s all connected underwear and connected bathmats, and that bores people because they can’t see the application.””

Connected world: an evolution in connectivity beyond the 5G revolution

Authors: ​Vari
McKinsey Global Institute, February, 2020

“Connectivity is undergoing evolutionary change in most parts of the world—and, in select areas, a genuine leap into the frontier.”

Move beyond digital transformation and improve your ROI

Autors: Tom Puthiyamadam and David Clarke
Strategy+Business, February 19, 2020

“Confronting sizable skills gaps, companies have stopped waiting for higher education to meet their rapidly shifting competitive needs.”

How can organizational design improve employee experience

Autors: Virginia Matthews
Raconteur, February 18, 2020

“Creating a purpose-driven employee experience means rethinking how and why organisational structures work. In order to overcome disruption and drive real change, people leaders need to be courageous and tear up the existing human resources rulebook.”