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Enterprise Reality

Appearition in association with TiE, Chennai will host an Exclusive seminar on ‘Enterprise Reality’

We have Mark Sage, Executive Director, AREA and Rod Smith, Platform Sales, Appearition talking on AR trends and Change Management.

The session will be moderated by Vivek Aiyer, Founder-CEO, Appearition.

Come, join us for an evening of discussion on AR and Change Management!

Send us an email to register for the event – info@appearition.com 

 

Designing for a difference – Part 2

Deepa Umesh, Head of Delivery, Appearition India, talks on how design makes a difference in Branding, Digital Transformation and more:

– How to achieve branding using design?

Consistency is the key to branding. We drive the end user to build a perception of our brand through design. If there is a disconnect in a medium or between digital and physical communication or design, the ability to identify our brand is lost.

A repeated systematic approach will provide the solution to business branding. It is a journey not a process that is definitive.

Imagination + Creativity + Empathy + Innovation results in Value creation.

Along with these components, conducting a SWOT analysis will help in market segmentation and identifying targets. It gives an outline to a pragmatic and holistic approach.

Semiotics – the study of symbols opens more avenues in terms of design as these are based on language and culture. Human Psychology + Semiotics lead to solution building – a spot where design plays a pivotal role.

In recent years, symbols have replaced text. Symbols indicate, designate, and process the visuals. This results in creating a likeness, providing an analogy and acts as a metaphor for the objects that symbol represent.

A culmination of the above-mentioned aspect(s) leads to clarity, consistency and credibility of branding.

Thus, Branding is automatically achieved when we focus on the solution as opposed to the problem.

– Digital Transformation: What will be the role of a design in this next big thing?

As we know, design facilitates that oneness in tone and thinking. To me, being able to change what we do and how we do forms the crux of digital transformation. Design plays the crucial role in being able to set the tone, track and deliver it.

Design is constantly evolving with time and technology-your task is to take puzzle pieces and make the final picture without knowing how it should look. The key isn’t gathering a lot of pieces, it’s gathering all the right pieces.

Mapping and analysing, an activity reliant on design, is the underlying factor that lets you take stock of the direction you’re moving toward. Furthermore, demographics and psychographics play a key role in deciding how we go about designing change.

People might think design to be as simple as creating fancy logos with Photoshop or any other software you can get your hands on but what they don’t realize is all the back-end work that goes into the final product which conveys the innate depth of a company’s mission and vision.

– According to you, what are the factors to consider when balancing content and design to deliver the best product? 

Content dictates the design form. We are amid multitudes of communication channels such Facebook, Twitter, Instagram, LinkedIn, Snapchat, Pinterest etc. Each of these mediums have developed a form of presentation and content for itself. So much so that when we colloquially say, ‘write a tweet’, people understand that it is within 280 characters. Thus, social media has given a whole new meaning to the term ‘in a nut shell.’ And design wise, 1080 x 1080 has become the new informal standard for pictures on Facebook and Twitter whereas WhatsApp and Snapchat are a whole new ball game.

Freedom and the kind of work we do decides what we design or how we design. A newspaper design depends on the content, an advertisement can be designed to be bold and bright. In the same scenario, content will be in-depth in a newspaper and very minimal for an ad. The best of both worlds can be achieved when we know the end product we are working towards delivering.

Also, they work in tangent to one another and cannot function independently.

To be able to deliver quality content, we need to accurately plan out how we convey what we convey – should the design be bold and represent our company culture or should it play second fiddle to text which will drive the background design.

As long as we are clear on this aspect, we can always deliver the best of both worlds. Like I said, content and design are very much interdependent.

Frontier technologies – Future beckons

Mouli Ganguly, Member, Board of Advisors, talks on Industry 4.0, Digital Transformation, Frontier Technologies and more:

  1. What are some technologies that you think will play a huge role in Digital Transformation and why?

All of them play a role in terms of Digital Transformation. So, let us take an industrial example. Dump trucks used in mining have huge tyres. Their worth is about a million odd dollars and some of their tyres cost up to $100k. Now it is important to see the level of productivity an application can deliver. The benefits are already clear & compelling.

Every modern piece of truck has got transponders all over the place. That kicks in the IoT element. This enables us to track what it is doing by tracking the signals received. With AI and insights, what we can do with the data coming through is, collect and put them in a place. We can decide here is what I want to get the data or do something about it.

With AR, VR and MR, you render the whole application to how the user can best use it, with data and insights. For example, you could present the same information that you’re collecting via transponders to the truck drivers in a manner where he can see the whole environment around him. You can set it up, such that language is not a barrier. In India, for instance, truck drivers driving cross-country speak different languages. Irrespective of whatever language one speaks, they can all see an image, interpret & take decisions. Every driver knows what a boulder is. Or what are the factors that may damage the dumpster or damage the tyres or something else. Whilst sitting inside the dumpster, they may not be able to view everything through naked eye.

“Seeing the information presented through Virtual or Augmented reality enables him to make better decisions.”

Another way to grasp all this up – you see a control room can observe the movements of a dumpster. They receive the information from transponders and visualise the data and interpret the implications that arise from it. They can then come up with solutions like specific risk issues or actions that need to be taken. A team from the customer & Appearition has to plan this out.

In terms of Blockchain, it makes sure that a certain event, transaction or data, is stamped as authentic. It is not widely used yet. There are restrictions on its usage or application. But for transactions of high value, this technology not only gives you an experience but also makes the transaction very safe and auditable. It also facilitates to build a record as to who did what at exactly when. This can also act as an audit trail for any purpose required. It is a foul-proof way to keep track of things. The transaction can be financial or otherwise.

So that is how all the technologies can play a role in Digital Transformation. Often a combination of these technologies that answers / solves a business problem.

  1. What will be the road-map of early adapters vs cautious players?

Typically, early adapters are an organisation’s visionary. They are in the very senior position. Also, in a generational sense, say between gen X, gen Y or the middle aged people, there are several technology gaps. Kids born after 2000 basically grew up with screens. Just like millennials grew up with the PCs. Every time a new technology is introduced, you think of things in a very different way. For example, in my generation of baby boomers, , people would write text for a power point presentation. Whereas, these days, a presentation is far more experiential.

In an organisational context, the gap is often at thinking through the process change or adaption for an idea.  If the plan is not backed by experience or relevant subject matter expertise, it will fall through.

As an early adapter, the visionaries come up with ideas. The cautious players are the ones who go through the practical things. So, they go through factors like business use case, defining what will change, how will it work, the change management and integration part of it, how to get data out of organisational system that exists, make sure that the data is accurate, quality is good.

Early adapters are analytical thinkers/dreamers. Cautious people on the other hand, achieve dreamers’ dreams. This kcan take a very long time. Now, where an organisation is driven by a visionary, often, you get things moving simply because he has got an idea that he wants to make it happen. And he (CEO/COO) will tell somebody typically that, ‘look I just want to make it happen. Work as a team and make it happen’.

Facebook phenomenon

For an early adapter enterprise, if you get the vision right, you get a first mover advantage over others. For instance, the Facebook phenomenon. They have created an entirely new business. Whereas sometimes, early adapters who did not plan well have gone bust. Because, they have placed some bets that have gone awfully wrong. And this has sort of impacted their existing business, customers and whole the lot. Cautious players tend to be thoughtful followers. They let others experiment and use those learnings in their business. They try to keep their profitability high and ensure quality, risk management & repeatability, so thatcustomer engagement does not take a hit.

  1. In this process, how can an enterprise build its internal and external stakeholders’ digital IQ?

There are whole lot of methodologies. In my view really simple. The agenda very much is a COO/CFO/CIO/CMO/CPO idea. The CEO says this is what we need to do. The CMO then says, this is how we want to market it. This is the experience we want to provide. The CPO Says here is the culture or context in which I want my people to operate. Those are the three elements – the customers, the culture, the strategic direction and somewhere in between there is an elephant in the room, the digital space. Compliance, security, all those kinds of things. All this has to hang together be funded effectively and provide return to the investors, That is why you need a special type of CFO for the digital businesses. That is very important in terms of creating the digital IQ.

You drive the innovation, which is the business agenda. Secondly, you need to be agile. Agility is where you can own up to your mistakes quickly when needed and at a low cost.  The whole team, not just some champions  must work together on an agile manner. We need collaboration within the organisation and with the suppliers & customers. Within the compliance ecosystem the regulatory authority, and any number of agencies are there, because the laws haven’t caught up in Digital yet. And the next comes the partners. Because no one organisation can do everything by themselves. It is very, very important for the partners to work together. Again, look at what Appearition is doing. They work with a whole lot of partners to deliver what must be delivered. And, at another level, the IQ is built through great culture of innovation and risk taking.

The first question you ask is why are you doing it? What is the innovation? Why am I doing it? What difference will it make? And the ability to execute, in my mind is the other side of the equation. The CIO, the guy whom implements the technology. The CFO, the guy who checks out the money, burning millions of dollars, putting things at risk. Those kinds of functions become responsible of every action. So, the whole thing is a question of balance.

The ability to execute the vision is possibly the biggest challenge of the Exec team.

  1. What will the role of data analytics be in this revolution?

If you take the first thing that comes out in the digital world, it is data. There is so much data in every aspect of our life, every moment. We are being absolutely bombarded with data. Our memory spans have reduced. In today’s mindset, I don’t think people have the patience to read a booklet. This data is compressed and made consumable through AI and Analytics. This is turned into information. But then, to turn it into information, you need to know, what information you were after. You need to take the data in a certain way. From information, comes knowledge. Then you personalise it. Then you look at the information and say, I’ve read the report, what I’ve learnt out of the report is this, this and that. And then, beyond that comes very, very content specific, decisions.

For instance, if you are an insurance company and you want to know the information on who are the people who do not have an insurance and are most likely to become my customers? And if there are certain attributes that you identify, you may decide whether it is important or not and do something with it.

2/2 of his exclusive interview. Click here to read the first part.

Industry 4.0 – Time to reassess business plans

Mouli Ganguly, Member, Board of Advisors, talks on Industry 4.0, Digital Transformation and more:

  1. How has market reacted to digital transformation so far? What are some factors that seem to aid it/ factors that act as a barrier?

Introduction of computers in the 80s and internet in the 90s were digital transformations (DT). These transformations speed up an existing process in their own way.

Currently, with Augmented Reality (AR), Virtual Reality (VR), Mixed Reality (MR), Artificial Intelligence (AI), Internet of Things (IoT), Big Data etc, we are heading to the third wave in digital change. With this change, content reach has become faster and more specific to the user’s individual & specific context.

There is a question of what is the hype and what is the reality? The hype is often an expectation that Everything will turn digital from day one. But the reality is it takes a long, long time.

Digital disruption is when the whole user experience changes. When you look at the current technologies like AR-VR, you are in an immersive environment. The second thing that changes in a business is convenience. It gets faster and better. Take for instance YouTube, people are not wholly dependent on it for video services. We have now got other video streaming options. From being costly and time-consuming to produce a video, now they’ve become so simple.  Within a span of five years, existing technologies have changed so much.

In the residential space, AR-VR is already there. If you look at smartphones or movies, almost every movie has a VR effect in it. Whereas in the enterprise phase, it is happening far more slowly due to change management issues. There are a whole lot of processes, policies, rules that play out. These multi-factor influences act as barriers, at times.

Take a look at this scenario:

On a personal level, if you see a 3-D glass that you fancy, you just go ahead and buy it and try it and see. But in the enterprise phase, we cannot change what we do on a day-to-day basis, immediately. It is a gradual process to adopt changes and involves formal change management. Enterprises don’t have individual decisions like personal buyer choices. A new technology adoption must act in a certain business standard. In an enterprise space, one person cannot just act on it or start using something. There are other people involved. This is a huge barrier in adopting or initiating digital transformation.

  1. If you were to chart a blueprint for an enterprise’s digital transformation, what actions would it typically involve?

Adopting new technologies to businesses happen if there is a clear benefit. Unlike personal choices, a business cannot adopt a technology or a process without a defined benefit. There should be a strategy or a growth plan that cites the benefits.

Benefits can be divided into three: Either the customer or staff experience the product or service delivers is much superior leading to increased loyalty and willingness to adopt from them. Since organisations measure customer satisfaction, this is an inclusive environment.

Next one on the list is Product or process improvement. Take for instance claims processing in an Insurance company. It is quite difficult organising in person, especially if the person has availed trauma insurance. In a digital world, you can have a number of different tools from virtual assistance to people working in collaborative environments to remote diagnostics with telemedicine, all of these improves the overall process.

Enterprises must include the market & customer in its product development. It is easier to create a digital product. One can quickly create a product and launch it and test it as a POC (proof of concept), before scaling up or canning it all together.  Therefore, the whole product cycle in the market is faster than before. Through failure, you learn, Fail fast and fail without incurring a high cost or brand damage and you will innovate with successful offerings.

Finally comes the cost reduction factor. Basically, several things drive digital adoption. You grow the experience, generate customers, grow staff loyalty and therefore get more market opportunities. You get market opportunities to get new products by reducing the cycle time to market, your process has changed, you change the format quickly. And as your cost reduces, you become more productive. This sort of drives some of the opportunity.

Now, what is the big risk that you face while doing so?

Benefits, use cases & training/change management needs are not clear. For instance, when we say I’ll improve the claims processing experience in an insurance company, one needs to clearly articulate what is the use case. What is the customer roadmap of the journey? How the customer uses the new digitised transformational services that you provide. Then one has to map it all the way. At each point, you have to state what is different. How or where will I be delivering this service and how will the business be using it. It is not a technology or process issue. Business must very clearly define the benefits they will get.

Now, how do you do it?

Firstly, create a simple proof of concept. And these concepts have been around for a long time, but very, very quickly you spin something up like Appearition is doing at the moment, we can create an experience for the customer to show them the actual benefits very quickly.

The next thing that comes is change management. You have to say, if we are going to do things differently, digital is to be applied on a day to day basis, how do you make sure that when either our customers or suppliers or staff use it, how’d they be trained, accept it and use it. And most importantly, everybody in the eco-system, i.e. the staff, customers, suppliers should be able to deal with the change. This change management leads to a fully functional prototype. Proof of concepts at a very low price, say 30-50k dollars, roughly, you show them how it is done, from there we move to a fully functional prototype. From the prototype, we get a use case development.

In our design, we use tools like machine learning, artificial intelligence, data from the Internet of things and analytics to continually improve the experience.

The last one, which must be designed in terms of the blueprint, is integration. Every organisation has a whole lot of legacies. Because nobody is working in a vacuum. The new systems have to interwork with the legacy in most cases. This becomes a difficult, costly & cumbersome process.

3. What are some of the opportunities and risks that enterprises will face whilst adopting it?

Whatever digital services one provides, one must draw the data from those existing legacies. One of the elements to add to the risk is realisation. Because, sometimes, some firms do not have a clear strategy on how they want to go digital. They just dump and start an initiative without a strategy. So, if you get an application up and running, it will look very nice and appealing to whoever designed it and they will think this will change the world. But if there is no change management to support it, the customers, the staff are not wedded to it. It hasn’t been well thought through.

 

Follow this space for Part-2 of this interview.