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Ecosystm Snapshot: Singapore & New Zealand Strengthen Ties in Cybersecurity and Digital Technology
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On 17 May 2019, the New Zealand Prime Minister Jacinda Ardern and the Singapore Prime Minister Lee Hsien Loong signed a formal arrangement, to step up  collaboration in the areas of trade, defence, cybersecurity, science and technology, and arts and culture.

To strengthen cybersecurity, the Cyber Security Agency of Singapore (CSA) and the National Cyber Policy Office (NCPO) of New Zealand inked an agreement on information sharing, cybersecurity and capacity building in the region. A new Cyber Security Arrangement will support greater  information exchange, including through an annual cybersecurity dialogue between the two countries. The aim of the agreement is to increase information exchange, prevent incidents and threats and follow best practices on data, infrastructure, and systems protection.

Commenting on the announcement Ecosystm Principal Advisor, New Zealand-based Jannat Maqbool, said, “Engaging internationally on cybersecurity research and initiatives is fundamental given the trans-boundary nature of the cyberspace. As both nations become more digitised and connected, a collaboration will enable each to leverage strengths in key areas to develop a multi-pronged approach to cybersecurity. Both countries will also be in a better position to weigh in on the development of rules-based international order for cyberspace.”

Echoing these comments, Ecosystm Board Advisor, and former Global Head, Digital Development Unit at the World Bank, Randeep Sudan explains how cybersecurity is critical to the growth and development of the digital economy. “Mitigating cyber risks will require coordinated action by multiple stakeholders, including governments, the private sector, academia, and non-governmental organisations,” Sudan says. These bilateral and multilateral G2G partnerships are, therefore, an essential piece in tackling cyber threats. “Given that Singapore and New Zealand are leading players in cyberspace, a G2G collaboration between them will offer learnings of immense value to other governments,” Sudan continues.

Due to Ecosystm’s own close ties with New Zealand, and considering that we are headquartered in Singapore, we are ourselves actively engaged in promoting the dialogue between New Zealand and Singapore. Ecosystm CEO Amit Gupta and Chief Operating Officer, Ullrich Loeffler are in New Zealand this week to participate in Techweek New Zealand (an annual initiative to promote and build awareness for new technologies and innovation in New Zealand) to meet key stakeholders and attend industry events.

Amit With Jacinda Ardern_1

Commenting on the sidelines of Techweek, Amit Gupta gave his thoughts on the agreement, “Both New Zealand and Singapore are in hyper-innovation mode at the moment. With the advent of Blockchain and AI especially spurring the growth of the Fintech ecosystem in New Zealand, there is strong potential gains in engaging with the already thriving Singapore Fintech ecosystem.”

New Zealand and Singapore are not only model free markets, but also have been key proponents of data privacy over the years, an area that requires a serious look, as we start to apply new emerging technologies such as AI. “There is an opportunity for these two forward-looking nations to take it a step further to build an actionable Data Privacy Corridor to streamline the Fintech collaboration between them,” Gupta added. “With New Zealand being an export economy and Singapore, a strong services economy, this would enable a much more seamless collaboration between these two countries.”

The collaboration does not end at cybersecurity and Fintech. As part of the partnership, a joint work programme is being negotiated, starting with two flagship collaborations – an advanced data science research platform to build New Zealand’s data science capability; and a food and nutrition cooperative science programme with a focus on ‘future foods’. Both countries have different areas of expertise, and collaborative measures such as these, give them an opportunity to share best practices that will prove mutually beneficial.

 

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Ecosystm Snapshot: Microsoft expanding on blockchain with Azure Blockchain Service
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With understanding and acceptance of blockchain increasing, enterprises have started adopting blockchain to store digital records in a secure and auditable manner. In May 2018, we saw Microsoft’s blockchain workbench focused on integrating data and systems and deployment of contracts and blockchain networks. In October 2018, Microsoft Azure joined forces with Nasdaq to integrate blockchain technology into Nasdaq’s framework with an expectancy to speed-up transactions on the stock exchange.

Following these announcements, this month Microsoft unveiled its fully managed Azure Blockchain Service, a package designed to simplify the processes and eliminate the pain points of blockchain networks. Microsoft Azure blockchain service will provide the required infrastructure, connection to services to develop, run and take advantage of applications on its Cloud-based platform.

To leverage blockchain Microsoft and J.P. Morgan announced a partnership to accelerate the adoption of enterprise blockchain. Quorum, an Ethereum-based distributed ledger protocol developed by J.P. Morgan will be the first ledger available through Azure Blockchain Service, on the cloud.

Joining the bandwagon, Starbucks will use Azure and the Ethereum blockchain to track coffee from farm to the cup. In the same way, with a forward-thinking approach, Microsoft and GE Aviation collaborated to bring blockchain into aviation. GE Aviation has built a supply chain track-and-trace blockchain with the help of Microsoft Azure to monitor and collate data in relation to aircraft engine parts, life cycle, when to repair, this technology that the group has come up with is termed as ‘TRUEngine’.

 

Unfolding blockchain for “regular” businesses and SMEs

Blockchain technology, by its very nature leads itself to the digital transformation journey of an enterprise. Blockchain can address some of the pitfalls of digital transformation such as identity, security, and trust. From digital identity to tokenisation to using smart contracts to automate businesses, blockchain technology is swiftly establishing itself as a key enabler of the emerging digitised enterprise.

Amit Sharma Speaking on the subject, Ecosystm’s Principal Advisor, Amit Sharma thinks that “For Small and Mid-Size Enterprise (SMEs), blockchain can simplify and automate processes related to Trade Finance which would mean less paperwork and automation in supply chains and it also opens up a huge alternative finance channel to deal with their cash flow challenges.”

Overall the blockchain network should facilitate the interworking between IT systems, financial systems and ledgers that are today primarily managed in silos and require heavy manual processes.

 

Are we already there?

“All disruptive technology has a ‘tipping point’ – the exact moment when it moves from early adopters to widespread acceptance. We are now approaching the tipping point for blockchain. Even though the development of blockchain for business is still in its early stages, business leaders have swiftly moved from understanding blockchain and its potential uses to running pilots,” says Sharma.

Blockchain has attracted attention across industries such as financial services, transportation and shipping, healthcare, energy and utilities, and supply chain management.

These share some common themes. Blockchain is a natural fit for use cases that are transactional but with a high degree of process complexity or volume. Blockchain will become the default technology wherever there is a need to ensure the integrity of data.

 

Blockchain Adoption by Organisations

Despite the flurry of activity and promising initial developments, blockchain faces a number of obstacles that will need to be overcome before companies choose to adopt it on a broader scale. Its decentralised network runs counter to the current business emphasis on centralising data or functions to support security efforts. Users and operators alike must shift their mindset to embrace and trust the system.“Among blockchain’s selling points is its security: high encryption and protocols. Since the general public largely doesn’t understand how the technology works, many still have concerns with data privacy and cyber security” says Sharma. “As with all new technology, when it comes to blockchain, business leaders should view any initial use cases as part of their enterprise risk management. Executives are attuned to the business and risk implications of blockchain. And in many cases, blockchain, like other technology platforms and systems, can be covered under existing insurance programs.”

 

Implementation by the large technology providers

“With the large technology providers such as Microsoft and AWS now offering BaaS (Blockchain-as-a-Service) over multiple frameworks supported by a ‘Pay as you use’ model, this technology is much more accessible. Pre-built integrations to the network and infrastructure services that are being offered by some of these players will significantly reduce the development time and cost for enterprise customers” says Sharma.

The next several years could see blockchain move from testbed to becoming an essential business tool, so staying abreast of the latest developments and how it is being used will be critical.

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5 IoT Solutions Industries are Adopting
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Internet of Things (IoT) is changing how companies do business, across industries. Using connected sensors, better data processing capabilities and automation, industries are looking  to achieve workforce optimisation, improved customer experience, and cost savings in the short term. In the long-term organisations are looking for service and product innovation, as well as a competitive edge from their IoT investments.

In the global Ecosystm IoT study, participants revealed the IoT solutions that are part of their larger IoT deployment projects. Here are the top 5 solutions that industries are implementing, and how they are benefitting from them.

Top IoT Solutions Implemented

 

Smart Security

Smart Security is being adopted in several enterprises, especially in the Financial and Hospitality industries. Aside from improved safety, Smart Security solutions have the potential to deliver more personalised service and better customer experience (CX).

Maintaining security for the guests is one of the top concerns for hotels and smart video surveillance systems, motion detection, audio detection, and alert systems are helping hotels to identify possible threats and get early alerts on potential events.

Hotel chains Hilton and Marriott are leveraging Smart Security IoT solutions to create better travel and stay experiences for guests. They are working on creating enhanced security for their visitors by replacing card-based door keys. Simultaneously, smartphone applications connected with hotel sensors and devices are offering a seamless experience to guests with automated room settings such as  HVAC, lighting, and blinds.

The Banking industry is incorporating Smart Security as well. Banking and financial institutions attract criminals for obvious reasons and to improve security, smart CCTV surveillance, wedge barriers, laser scanner detectors, light barriers, and quick folding gates are embedded with sensors and connected to safeguard against potential attacks. IoT-enabled network security measures to provide intelligent Perimeter Security is also seeing an uptake in the industry.

However, the proliferation of ubiquitous devices also leaves organisations vulnerable to data breaches. Digital and electronic devices incorporated into a hotel’s infrastructure can be exploited by hackers or may jeopardise the security of guests. The now-famous incident of the casino in the US that was hacked into through the IoT-enabled temperature control system in the fish tank is a case in point.

 

Fingerprint Biometrics

While Fingerprint Biometrics is often a part of a Smart Security solution, it is being used more often for asset management, as well as access control. This is fairly common in industries where multiple people fill a particular role, such as Manufacturing, Retail, and Healthcare. In hospitals, for example, multiple clinicians work on the same patient order entry system. Using fingerprint biometrics ensures that there is full accountability for care delivery at any given point, irrespective of the clinician.

Biometrics and its application are redefining the banking experience for rural and the unbanked population – in emerging countries especially – as one of the key authentication methods. Biometrics is helping in e-KYC, often used to open a bank account, on-site cash delivery by scanning fingerprints, opening a bank’s wallet with fingerprint authentication, fingerprint-based ATM kiosks and fingerprint mobile ID all connected through the IoT Solutions.

Governments use fingerprint biometrics to accurately authenticate the identity of travelers, implement biometric voting systems for fair and credible elections, develop fingerprint-based national identification cards and create a composite individual identity. But with this advantage, there could be associated challenges of managing personal databases in a safe and secure environment.

 

Inventory Management

Better supply chain visibility and management is considered one of the most common benefits of IoT deployments, and has use cases in several industries, including Transport & Logistics, and Primary industries. Inventory management became a lot easier and reliable, when IoT sensors and devices can do remote stock taking and track inventory movement.

IoT will enable more holistic inventory management, as asset tracking, asset management and eventually predictive maintenance, are incorporated within the IoT system. Supply chain requirements of Manufacturing organisations can vary vastly – a discrete manufacturing supply chain will vary from a FMCG supply chain. IoT sensors have made ‘track and trace’ more reliable, and easy to customise.  eCommerce giant Amazon’s inventory management and warehousing system is a good example. To manage the large stock,  the storage facilities employ pickers (robots) to pick items from and replenish stock on shelves which in turn improves receiving, pick-up, and shipping times. The inventory is scanned through barcodes which also helps in aggregating information from other warehouses for stock maintenance.

Several Retail organisations make full use of IoT for inventory management. G-Star Raw, for example, uses garment RFID tags to track inventory movements across the supply chain and store shelves. Being able to locate clothes on the basis of style, colour and size in the stores makes the order fulfillment reliable and more real-time.

 

Payment Systems

Several industries other than Financial Services, such as Hospitality, Services, Healthcare and Government are evaluating IoT-enabled payment systems such as mobile points of sale and NFC payments.

On most occasions, these are being promoted by financial institutions.  As an example, MasterCard has created a Mastercard Engage platform with technology partners resulting in innovations which include contactless payments (with Coin), smart refrigerators that can re-order groceries (with Samsung) and IoT-connected key fobs (with General Motors). Capital One has made it possible for its customers to pay bills via Alexa, whereas Starling is experimenting with integration with Google Home to enable queries on payments and balances on the Google Home platform.

There are also several use cases that are not so obvious –Amazon Go offers a shopping experience where no check-out is required. Your Amazon account, wallet and phone are all inter-connected.  When a consumer arrives at a store the application allows store entry, tracks the consumer through the shopping journey and requires no formal check-out at the end of the shopping trip.

However, IoT-enabled payment systems will have to evolve as industries become increasingly services based. There needs to be a focus on the business and not just technology – defining workflows with the right alerts that will automate bill generation and the payment process, irrespective of how complicated the service delivered is.

 

Energy Management

Resource shortage and the ever-increasing price of energy has forced organisations to identify innovative ways of conserving energy. A Smart energy management system can help to reduce the costs and energy consumption while still meeting energy needs. IoT is helping companies to achieve their energy goals, predict maintenance needs, and increase the reliability of energy assets. Smart energy solutions continuously analyse energy data to ensure dynamic performance which in turn manages energy requirements.

Take an example of a smart building management system where date from various sensors is collected and analysed, such as from HVAC, air-quality monitors, and other equipments, and lighting, heating, air ventilation, elevators, room equipment are remotely operated according to the building energy requirements at the moment. This technology helps make smart decisions and provides energy efficiency.

Capital Tower in Singapore, a 52-storey high building, is not alone in being energy efficient. It has a number of in-built smart energy solutions for energy and water efficiency. The building has motion detectors in elevators, smart car parking system, exterior structure glasses which help reduce energy consumption, and water conservation through condensation of air conditioning units. The building has devices to monitor oxygen and carbon dioxide levels ensuring optimal air quality which results in significant energy savings while delivering comfort for tenants.

 

As is clear from the solutions that are being currently deployed, IoT adoption is at its nascency. As IoT deployments mature, there will be more industry-specific uses of IoT, and a shift of focus from asset management to people management (including customers).

What IoT solutions do you use/ intend to use in your organisation? Let us know in your comments section below.

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National Digital Strategies
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Most countries recognise the importance of digital technologies and have developed or are developing national digital strategies. Many of these efforts tend to be cookie-cutter approaches with a Christmas tree of initiatives. Such plans often borrow from others without customisation or contextualisation, while incorporating whatever happens to be the flavor of the month. We would argue that any attempt at a digital strategy should start with a strong sense of focus. In such endeavors, less is often more. Plans should also articulate overarching values, principles, and frameworks that can serve as a compass to set direction and bring a sense of coherence to disparate efforts by multiple stakeholders. Finally, no strategy is complete without a proper sequencing of initiatives.

Given the rapid digitalisation of economies across the world, we are fast moving from a paradigm that considers the digital economy within well-defined sectoral boundaries, to one where digital technologies are becoming ubiquitous – touching every facet of society. The phrase “digital economy” is losing significance as the economy itself becomes digital. In a context where digital technologies are getting embedded and enmeshed across the economy, the complexity of developing, coordinating and implementing national digital strategies has become a daunting task. The rapid rate at which new technologies and business models are emerging, makes it even harder for policymakers to keep pace.

In an environment of exploding complexity and rapid change, it is crucial to adopt a more structured and, in some sense, a more minimalist approach to digital strategy. Ideally, such an approach should look at digital strategy from four perspectives:

  1. Focus. Identification of the most critical areas that can have cascading impacts across the economy
  2. Guiding compass. Defining a broad set of values, principles, and frameworks to guide action by multiple players and align strategy to the achievement of societally relevant goals
  3. Organisational design. Redefinition and reinvention of the organisational structures of government to contend with fast moving technologies and business models
  4. Sequencing. Determination of the sequencing and timing of various policy interventions.

To elaborate further on these four dimensions:

Focus

Digital technologies are not an end in themselves but are tools for achieving societal objectives. Examples of such goals are national development plans, or the United Nations Sustainable Development Goals (SDGs). Another example is Kate Raworth’s ‘Doughnut Economics’ which wisely aims to balance planetary with societal goals.

Donut Economics, Kate Raworth

Keystone Objective. National development goals/SDGs tend to be broad in their scope, and there is a danger of efforts becoming too diffuse when incorporated as part of a national digital strategy. There may, therefore, be a need to sharpen the focus further. One approach might be to identify a keystone objective which can potentially have cascading impacts across the economy and use it for providing strategic focus.  Such a keystone would help reduce/eliminate redundancies and wasteful investments. In the corporate sector, Paul O’Neill’s singular focus on “zero worker injuries” while leading Alcoa is an enduring example of success.

A digital strategy that follows the various causal links to achieve the keystone goal of ‘Good Jobs for All’ as an example would end up touching upon every important aspect of the digital economy. It would be an interesting parallel to William Blake’s poem of seeing the “world in a grain of sand”.

Problem Statements. A great way of achieving focus is to identify problem statements and use them to solicit innovative solutions. Some leaders in digital government, e.g., Israel’s Ministry of Health, the Monetary Authority of Singapore, and the EU (among others) have been pursuing such an approach with a fair degree of success.

Guiding Values, Principles and Frameworks

National digital strategies would benefit from the adoption of values, principles, and frameworks that could provide broad guidance to multiple players undertaking their digitalisation initiatives. Having a directional compass would offer strategic alignment and cohesion – while allowing for innovation and creativity on the part of individual actors.

Example of Values. Values are the touchstone to decide what should be prioritised and to what purpose. Openness, positive impact, empathy, and compassion are excellent values adopted by many successful organisations.

Example of Guiding Principles. The UK has recently come up with the Gemini Principles for a National Digital Twins strategy:

Gemini Principles for a National Digital Twins strategy

Example of a Framework. The OECD has formulated a six-dimensional Digital Government Framework:

1. From the digitisation of existing processes to digital by design

2. From an information-centred government to a data-driven public sector

3. From closed data and processes to open by default

4. From a government-led to a user-driven administration

5. From government as a service provider to government as a platform

6. From reactive to proactive policy making and service delivery

Organisational Design

Existing organisational structures of government are primarily designed for an analog world and need to change to become more relevant in the digital era. A good starting point for an organisational redesign is the area of digital regulation which often adopts a narrow sectoral approach that is likely to be sub-optimal. Also, the rapid pace of technological change typically results in laws and rules lagging technology.

Digital regulation needs to be designed from the ground up to be cross-sectoral, cross-border, cross-platform, public-private, and technologically oriented. Given that digital technologies are general purpose technologies, their regulation should be cross-sectoral as a horizontal, rather than as a vertical. Given that data flows are often agnostic to national boundaries, and the most valuable tech companies (e.g., social media companies) are outside most national borders, it is essential to bring a cross-border perspective to regulation. Similarly, the oversight of Over the Top content (OTTs), for example, requires cross-platform approaches.

If regulatory actions have to keep pace with technology, it will be necessary for regulators to work upstream with innovators and startups through strong public-private partnerships.

Some countries starting with the UK have established regulatory sandboxes to work closely with the private sector. Regulators will also have to leverage technology better in the future to retain their relevance. A case in point is tackling online harms. It may be impossible to prevent the spread of harmful content on social media, without the use of automated safety technologies.

Sequencing

A sound digital strategy should have a correct sequencing of actions for promoting the digital economy. Foundational elements, e.g., broadband networks, ease of data access, cybersecurity, digital skills, agile regulation, and entrepreneurship deserve precedence over other aspects.

Finally, to paraphrase Boon Siong Neo and Geraldine Chen in their book ‘Dynamic Governance,’ in developing a national digital strategy it is crucial to think ahead, think across, think big, and think again.

 

 

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Awareness Personal Cyber Attacks
Awareness of Personal Cyber Attacks
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The NCSC’s first ‘UK cyber survey’ published alongside global password risk list. The UK government’s cybersecurity organisation National Cyber Security Centre (NCSC) provides cybersecurity support and guidance to the private and public sectors.

The survey identified exploitable gaps in personal level security management. The study was carried out between November 2018 and January 2019 and revealed that 89% of the respondents used the Internet and only 15% acknowledged a greater understanding of personal security measures.

The NCSC also published an analysis of the 100,000 most commonly used passwords that have been accessed by third parties in global cyber breaches. The analysis shows that less than half of the respondents do are not concerned about the strength of passwords for their emails and online accounts. Some examples of commonly used passwords used by people rely on their own names, Premier League football teams, musicians and fictional characters for inspiration.

This general lack of understanding of the cyber world can be harmful to individuals but can be devastating to organisations. A chain is no stronger than its weakest link, and insecure passwords may pose a serious security risk to an organisation. “We rely on passwords in all facets of our online world, so this presents a massive risk to anyone taking short-cuts.  Unfortunately, if organisations are not prepared, and allow the use of similarly insecure passwords, the flow on effect of a breach can escalate rapidly” says Alex Woerndle, Principal Analyst Cybersecurity, Ecosystm “The passwords in the above list are very weak. Even without the knowledge provided in the list, a hacker would be able to crack these passwords in seconds with the right tools. Even password complexity cannot always protect an organisation. What about a user that re-uses a complex password repeatedly, and that password is part of a breach? That puts all of the organisation’s logins at risk”.

There are some additional steps that system administrators and IT professionals need to consider when it comes to securing passwords and managing logins.

The global Ecosytsm Cybersecurity & Data Privacy study found the most common controls organisations implement to manage data access.

Security controls organisations implement to manage data access

“The main step being used currently is ensuring MFA is enabled wherever possible.  While not a perfect solution, it provides a circuit breaker for the most common types of attacks that would get anyone using insecure passwords into trouble” says Woerndle.

The NCSC hopes to reduce the risk of further breaches by building awareness of how attackers use easy-to-guess passwords, or those obtained from breaches and help guide developers and system administrators to protect their users. NCSC has framed guidelines covering multiple aspects of managing and maintaining security on its website.

Ultimately this problem will not go away until we find a genuine replacement for passwords. The pure scale of growth in the number of systems and applications that all users, both at a personal and on a professional level, have access to, makes password management complex and frustrating.  While focusing on how to strengthen your passwords and other easy steps to avoid a cyber attack, may be a good start, it will not be enough, as long as systems and applications are dependent on passwords for better security.


The Changing Shape of Asia’s Cybersecurity Landscape
The latest in our Leaders BreakFirst series. Following the launch of our Cybersecurity and Data Privacy study, Ecosystm is delighted to share the insights from almost 7000 deployments globally.Featuring two of Ecosystm’s cybersecurity and data privacy experts on one stage- Claus Mortensen and Carl Woerndle, this session will highlight the findings from our Cybersecurity & Privacy research.

Register Now

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AI IoT Sports
How IoT and AI will transform the sports business?
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This is an abstract of my presentation in Dubai on 23rd April 2019. I want to convey my special thanks to Dr. Eesa Bastaki, President of the University of Dubai for inviting me on the occasion. It was a magnificent experience delivering at such a great University.

In the year 2016, I considered Rio as the first Internet of Things (IoT) Olympic games in my article “The future of “The Internet of Olympic Games”. In Rio, we saw how athletes, coaches, judges, fans, stadiums, and cities benefited from IoT technology and solutions which transformed the way we see and experience sports. Next year we will have another opportunity to validate my predictions for the upcoming Tokyo 2020 Summer Olympics. Therefore, we may designate Tokyo as the first Artificial Intelligent (AI) Olympic Games.

During my presentation at the University of Dubai, I explained to the audience how incredible IoT and AI technologies are and to what extent they are impacting our sports experience. I elaborated on IoT and AI’s significant role in health management, improving aptitude, coaching, and training. These technologies are enabling athletes to improve performance, coaching for better preparation, fewer judgment errors, and a better experience for spectators. I also commented on the importance of IoT and AI to enhance the security of teams, audience, stadium, and cities altogether.

With the use of IoT and AI we are creating a world of smart things transforming sports business where every thousandth part of a second is crucial to predict the outcomes of a race, a match or a bet. I cited various examples on how different sports are utilising IoT and AI, and not in the least I shared a vision of the future that’s like 10-15 years onwards from the present – Can you envision a world of a real and virtual world of sports integrated together? Can you visualise robots and humans or super-humans playing together?

On the other side, speaking of the challenges involved with AI, IoT, and machine learning models for sporting, I conveyed the dark side of these technologies. We cannot forget the fact that the sports industry is a market and therefore enterprises, Governments, and individuals may make erroneous uses of these technologies.

In summary, it in this session I shared my point of view on-

  • How IoT and AI will transform coaches, athletes, judges, and fans.
  • How IoT and AI will attract the audience to the stadiums
  • How IoT and AI will transform the Industry?
  • How AI is changing the future of sports betting?

How IoT and AI will transform athletes, coaches, judges and fans?

Athletes

While the true essence of a sport still lies in the talent and perseverance of athletes, it is often no longer enough. Therefore, athletes will continue to demand increasingly sophisticated technologies and cutting-edge training techniques to improve performance. For example, we may see biomechanical machine learning models of players to predict and prevent potential career-threatening physical and mental injuries or can even detect early signs of fatigue or stress-induced injuries. It can also be used to estimate players’ market values to make the right offers while acquiring new talent.

Coaches

Coaches are consuming AI to identify patterns in opponents’ tactics, strengths and weaknesses while preparing for games. This helps coaches to devise detailed game plans based on their assessment of the opposition and maximise the likelihood of victory. In many leading teams, AI systems are used to constantly analyse the stream of data collected by wearables to identify the signs that are indicative of players developing musculoskeletal or cardiovascular problems. This will enable teams to maintain their most valuable assets in prime condition through long competitive seasons.

Judges

We tend to think that technology is helping us to make decisions in sports more accurate and justified. That´s why we look at the inventions such as from Paul Hawkins – creator of Hawk-Eye, a technology that is now an integral part of the spectator’s experience when watching sport live or more recently VAR in soccer.

The use of technology is allowing the decision makers to experience the game with multiple cameras angles in real-time combined with the aggregated data from various sensors (stadiums, things, and athletes) thus making them make more objective and accurate decisions.

We as spectators or fans need more transparency about the exercise’s difficulty, degree of compliance and final score. And we have the technology to do it.

The IoT and AI technology don’t claim to be infallible – just very, very reliable and judges also need to be adapted to new technologies.

Fans

Without fans, sports would find it difficult to exist. It is understandable companies are also targeting fans with IoT and AI to keep them engaged whether in the stadium or at home.

How IoT and AI will attract the audience to the stadiums?

The stadiums, sports clubs and many leagues across the globe are incorporating technologies both inside and outside the stadium areas to boost the unique experiences for fans and not only during the gameplay.

The challenge is how to combine the latest technologies with old-school stuff to please supporters from both newer and older gen. people looking forward to witnessing a game in a stadium?

How will the stadiums of the future be? I read numerous initiatives of big clubs and leagues, but I am excited about the future stadium of Real Madrid. I wish the club would allow me to advise them how to create a smart intelligent Global environment to provide each fan with an individual experience, know who is in the crowd, learn fan behaviors to anticipate their needs.

How IoT and AI will transform the Industry?

“As long as sports remain a fascination for the masses, businesses will always have the opportunity to profit from it. As long as there is profiting to be gained from the world of sports, the investment in and incorporation of technology for sports will continue.”

I went through an article warning about an entirely new world order that is being formed right now. The author explained how 9 companies are responsible for the future of AI. Three of the companies are Chinese (Baidu, Alibaba, and Tencent, often collectively referred to as BAT), while the other six are American (Google, Amazon, IBM, Facebook, Apple, and Microsoft, often referred as the G.Mafia). The reason is obvious, as far as AI is about optimisation using the data that’s available, these 9 companies will manage most of the sports data generated in the world.

Collaboration is needed now to stop this threat and to address the democratisation of AI in sports. It is important that companies and Governments around the globe work together to create guiding principles for the development and use of AI and not only in Sports. This means we need regulations but in a different way. We do not want AI power to lie only in a handful of lawmakers, renowned and smart people who lack skills in IoT and AI.

Will AI change the future of sports betting?

The impact of technology on sports cannot be specifically measured, but some technological innovations do raise questions about fairness. Are we still comparing apples with apples? Is it right to compare the speed of an athlete wearing high-tech running shoes to one without?

Whether we like it or not, technology will continue to enhance the athlete’s performance. And at some point, we will have to put specific rules and regulations in place about which tech enhancements are allowed.

There is a downside to advanced technology being introduced to sports. Nowadays, Machine Learning models are routinely used to predict the results of games. Sports betting is a competitive world itself among fans, but AI can substantially tilt that playing field.

I am afraid that IoT and AI companies may spoil the result predictions but more concerned about the manipulation of competitiveness that AI algorithms could bring with the Terabytes of data collected with IoT devices and other sources like social media networks, without the permission of the users.

The sports industry is already generating billions of dollars every year and without control and awareness, we could find the future generation of ludopaths and a small number of service providers controlling the game.

Let me know what else would you like to see in my future posts. Leave your comments below.

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Canada Denmark nationwide IoT implementation
Ecosystm Snapshot: Nationwide IoT Networks in Canada and Denmark
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In the last few weeks, there have been announcements in Canada and Denmark on nationwide IoT networks launches. Moving away from pilot projects, test cases, implementations across large factories and campuses or even citywide networks to drive smart city initiatives; these countrywide IoT networks give organisations access to lower cost means to implement large, more integrated, IoT projects.

Sigfox Canada announced the launch of Canada’s first coast to coast low-bandwidth IoT network which is the nation’s first IoT network on such a scale. The network leverages low-power wide area network (LPWAN) technology offering a capacity to support millions of IoT sensors. The solution is anticipated to provide efficient and cost-effective connectivity for businesses looking to adopt IoT technology.

Similarly, Teracom, a Denmark-based telecom operator in partnership with Loriot, (an IoT infrastructure provider) announced an IoT LoRaWAN – Long Range Wide Area Network network in Denmark. We have previously seen the Netherlands implementing a nationwide long range (LoRa) network for IoT and Singtel’s commercially available narrowband Internet of Things (NB-IoT) network in Singapore.

“There is no doubt that services like LoRaWAN will help boost early adoption of IoT services and at this stage, there is a segment of the market which is a good fit. However, the longevity of LoRaWan is less certain. Compared to LoRaWAN, NB-IOT has arguably been too late to the game and it may fail in the short term but may very well win in the long term.” says Copenhagen based Ecosystm Principal Analyst, Claus Mortensen.

Efforts are being made by both the Sigfox and Teracom to enhance the network coverage and quality in the countries. A lot of the focus on IoT in Denmark has been bundled into the future deployment of 5G. However, most IoT applications do not need high bandwidth.

“The issues with large countries such as Canada, Australia, and the US is how do you economically cover large geographic area with a very varied population density? In contrast, smaller countries like Denmark can have a mesh thrown over them very easily” says Ecosystm Executive Analyst, Vernon Turner.

With 5G though, the telecom providers appear to be in a better position as they understand that 5G will be driven by the enterprise segment in the short to medium term and they have been actively involved in developing use cases from the get-go which also includes a focus on IoT services.

IoT offers a plethora of opportunities to companies looking to adopt or expand the country-wide networks. Both mature countries and emerging economies are at dissimilar life-cycles in their degree of IoT  technology adoption but we expect to witness more technology sharing and network concatenation in the near-future.

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Verint Engage
VendorSphere: Verint’s Intelligent Virtual Assistant Experience
4.89/5 (9)

I recently attended the Verint Engage event in Sydney, which had over 700 attendees. Conversations on artificial intelligence (AI) and analytics garnered a lot of attention this year. Verint showcased the deployments of intelligent conversational bots used by some of the biggest brands in Asia Pacific. Some of these customers include Spark NZ, Suncorp and AAMI. In 2018, the company acquired Next IT, a provider of conversational AI virtual assistant, to accelerate their move in the automation and analytics space. Verint’s choice of Next IT was driven by the need to provide their customers with a solution that has deep expertise in the contact centre space and to have an automation solution that is deeply integrated into their broad portfolio of solutions.

Last week, Verint announced the launch of AI Blueprint, a conversation analysis system that identifies intelligent virtual assistant (IVA) use cases and accelerates automation. The solution then delivers a “blueprint” of precisely how businesses can get started with AI or continue to grow their AI capabilities.

Verint is no stranger to the contact centre market and has an established presence in areas of quality monitoring, analytics, knowledge management and compliance.

Key Takeaways from Customers on Intelligent Virtual Assistants:

  • Engaging senior stakeholders. For a successful deployment, many organisations had to involve senior management in the discussion. These ranged from CIOs, CDOs and CEOs. The conversation around automation and AI for customer service is no longer contained within the contact centre. Many organisations spoke about having senior management involved in the pre and post launch of the virtual assistant deployment. Getting buy-in and feedback from senior management is key as the AI discussion forms part of a broader digital strategy for the organisation. The global Ecosystm AI study, which is live and ongoing, also finds that senior management is the second highest influencer for AI procurement and implementations.

  • Integrating Knowledge Management to the AI deployment is important. Organisations at the Verint Engage event highlighted that the route to a successful intelligent virtual assistant deployment is to embed knowledge management capabilities into the AI platform. By failing to incorporate knowledge management, the intelligent virtual assistant experience will be poor, leaving customers frustrated.
  • Working with a vendor that understands contact centres is key. Some of the customers at the event had worked with other well-known brands AI in the market prior to working with Verint. They moved to Verint primarily for two reasons.  One was that the cost of deployment was less on the Verint platform and secondly, they wanted to work with a vendor that not only understood AI but that had a deep understanding of the contact centre environment. Compliance, training, speech analytics, coaching and quality monitoring are core capabilities of Verint’s portfolio.  These are important elements in the overall deployment of AI.
  • Striking the right balance between automation and voice. Several of the organisations highlighted the savings realised, when the deployment was done well and fully integrated into knowledge management. Automation will in the long run help reduce contact centre calls and live chat costs. However, it was emphasised that the agent or human element remains important and cannot be ignored.  The seamless hand off to the agent when the query cannot be answered is important.

Ecosystm Comment:

Virtual assistants need to be fed with the right information to make the discussion with the customer engaging.  A solid knowledge management strategy is key to the success of a virtual assistant deployment. Without analytics and knowledge management integrated into AI, the CX will be poor leaving customers feeling frustrated. When deployed well, the virtual assistant can help answer most of the queries due to a structured knowledge bank with detailed FAQ. The ability to have it updated regularly and in real time is critical. It is important for contact centres to not rely on full automation within the contact centre.

Verint is starting to win deals in the AI and virtual assistant space with some of the largest brands in Asia Pacific. Some of the customers include those from the financial services sector. Verint’s success is not just in the intelligent virtual assistant market. It is their ability to deliver an all-encompassing solution across self-service, analytics, knowledge management, quality monitoring and compliance.

 

 

 

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IoT fueling Digital Ecosystem-to-enable-widespread-Digital-Transformation-2
Hannover Messe 2019 gives a Glimpse of Future IoT-Based Digital Exchanges
4.8/5 (5)

Is the IoT fueling a Digital Ecosystem to enable widespread Digital Transformation?

Ready or not, digital transformation (DX) is here and is already revealing its impact on every aspect of our lives. In some cases, the transformation is obvious. Take the way we call for a ride-share or taxi, find a room to stay, or chat to a robot for your favourite song – these are all part of mainstream DX. More subtle examples, with a Digital Ecosystem working behind the scenes, can be found in things like checking out at the retail store without ever opening your wallet or jumping into the latest automobile and getting your directions mapped out for you.

DX is often described as the integration of digital technology into all areas of business while changing how you operate and deliver value to customers. Advancements involving cloud computing, analytics, social and mobile technologies are reshaping the customer experience (CX) and opening the door for innovation and new business services. DX is also a cultural change that requires organisations to continually experiment with new ideas while being comfortable with failure and accepting that speed has become a business imperative for everyone.

DX will fundamentally change the way we think about creating a product and how we take it to market. Gone are the days of ‘make and sell’— that is, finding a market (after the fact) for the latest bright and shiny invention or innovation and forgetting about the “thing” that’s left behind with the customer. We have flipped from building stagnant technology-for-technology’s sake, as well as having little or no real-time information about most of the product’s lifecycle, to now creating customer-centric solutions teeming with data about everything at all times.

What’s fueling this major shift? The widespread connection of things to the Internet that had never been connected before, including machine-to-machine connectivity. All thanks to embedded smart sensors making IoT an omnipresent phenomenon. By 2025 there will be over 80 billion ‘things’ connected to the Internet which in turn will provide input to feed digitally transformed companies. Industrial business models everywhere will also flip to a ‘sense and respond’ environment where customers and suppliers will know almost everything there is to know about the service or product being sold and delivered to us (within the realms of data privacy regulations).

The Emergence of the Digital Exchange

In the midst of this DX there is vast opportunity: a new customer engagement model to make things better and easier for everyone. Digital businesses cannot be built and serviced by a single supplier – it’s just too complex. There are too many new sources of IoT data that are used to feed business systems and to drive outcomes. Instead, we are seeing businesses that serve the same set of customers from consortia or digital ecosystems or digital exchanges made up of a wide range of participants with an equally wide range of talents and needs.

As more companies become digital, we expect that there will be thousands of ecosystems in existence across every industry. In this collaborative environment, companies with a mutual interest in a particular industry — sometimes crossing traditional industry lines — will join a digital exchange whereby they can openly innovate and scale their business by tapping in to a global community. Just think of the power and value of the exchange as being similar to the network effect (something like Metcalfe’s Law) whereby the more the participants engage in activities in the exchange, the more value everyone gets out of the digital exchange. Microsoft’s Satya Nadella calls this “creating more surplus outside us.”

Some of the key benefits we can expect from the digital exchange are:

  • Co-innovation between startups looking for partners and established vendors looking for external ideas for product improvement
  • Collaboration to solve like-minded industry challenges
  • Creation of open and interoperable tools to speed up new products and services offerings
  • Ability to leverage a large and diverse set of partners who can help each other discover new markets and services within their own industry and beyond

Digital exchanges can be wild and confusing, and they may seem disorganised to the newcomer. Think of the first impression you have when you walk into a large open-air market selling antiques. Initially everything seems to be piled into stalls with no logical reason. However, to the experienced shopper and stall owner, there is an organised manner to it that makes sense. And there are many wonderful things waiting to be revealed.

At this year’s Hannover Messe an original example of a digital exchange was rolled out by Schneider Electric called Schneider Electric Exchange — their digital ecosystem and business platform. Schneider Electric Exchange also has a structure to it that is geared up to help specific roles or personas and make it easier for anyone to find the right partner for solving specific business challenges. It is also set up to step someone through the life-cycle process of creating a solution by connecting them to the right tools with the right partners for the right markets. Business value can be created within the Exchange but is equally powerful outside when delivered to the end user. For example, building management designers can use Schneider Electric Exchange to find partners who are also experts of emerging technologies such as digital twins, 3D-Print, AR, and analytics.

We believe that digital exchanges will create immediate economic benefits by reducing friction and inefficiencies in the overall customer supply chain. Participants will be able to innovate faster and deliver quicker — even as customers’ experiences and expectations rise, evolve, and change at the lightning pace of the digital economy. Over time we expect that vendors’ Net Promoter Score (NPS) to rise as a result of improved business processes from these exchanges.

In conclusion, IoT will be the pebble that creates the ripple in the DX pond. Data will be created from every sensor that will be used to create competitive differences at every stage of a company’s value chain. Businesses that do not embrace the use of the data and innovate themselves as well as their products do run the risk of being very quickly disrupted. Companies also do not have the financial and technical resources to do all of this by themselves – hence, the opportunity to be part of a digital exchange is the way to be agile, cost-effective, and competitive. Every time, businesses that waited while a new ‘industrial revolution’ was taking place, lost out. Today, who will dare to disrupt instead of being disrupted? We are at the tipping point of digital transformation and there is no time left to sit on the sidelines – businesses need to jump in to a dynamic digital ecosystem and partner with each other through their industry’s digital exchange!

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