This month’s cover story focuses on the digital transformation journey continuing at the United States Department of Agriculture (USDA). In conversation with Fátima Terry, USDA’s former Digital Service Deputy Director, we revisit the sterling work being carried out and find out how technology is being humanised to deliver value to the American people this organisation serves.
“One of the things we did was partner with multiple USDA teams that focused on customer experience and digital service delivery for their programs,” she explains. “We also partnered with other federal-wide agencies and departments to move forward and evaluate the progress of digital transformation by cross-pollinating success models to everyone connected.”
Ayoba: A Super-App for Africa
Ayoba, part of the MTN telco group, is a super-app platform built in Africa, for Africa. Esat Belhan, Chief Technology & Product Officer, reveals how it is bringing more people to digital so they can be tech-savvy and educated on digital capabilities…
“In order to do that, one thing you could do is give away free data, but that data could be easily wasted on another data-heavy app, like TikTok, in just a couple of hours. So, the real solution is that the valuable and insightful content Ayoba provides should be provided for free, and that we provide instant messaging and short video content, to keep people using our platform for their communication and entertainment needs.”
Kraft Kennedy: Supporting MSPs with People and Processes
Nett Lynch, CISO at Kraft Kennedy, explains how the company’s new division, Legion, solves cyber pain-points for MSPs with a collaborative, business-centred approach.
“A lot of MSPs struggle with client strategy, they’re talking tech instead of business. We’re nerds – we love the tech, we love the features. But we need to admit clients aren’t focused on those things. They don’t necessarily care how or why it works. They just want it to work and align to their business goals.”
And read on to hear from FICO’s CIO on using AI to transform technical operations; learn from KnowBe4 how AI Agents will be a game changer for tackling cybercrime; and discover how data centres are meeting the demands of the AI boom with Vertiv.
Interface hears from Emergn CTO Fredrik Hagstroem on approaches to AI best practice that can drive positive business transformations
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What does it actually mean for an organisation to be AI-ready, beyond having the right tools and data
“Being AI-ready is fundamentally about openness to learning and the ability to react quickly. While having the right tools and well-managed data is essential, true readiness is defined by an organisation’s capacity to operate, monitor, and measure the effectiveness of AI solutions.
We often see organisations invest heavily in implementation and tooling, only to realise that no one is prepared to take responsibility for running, monitoring, and improving AI systems.
AI-savvy organisations design solutions differently depending on the type of work, operational versus knowledge work, and, for knowledge work, focus on measuring effectiveness rather than just productivity.”
Where do most companies go wrong when trying to embed AI into their operations?
“Many companies treat AI solutions like traditional IT projects, using user acceptance as a checkpoint between development and handover to IT operations. This approach often fails before it even begins.
AI performs tasks that typically require human intelligence, perception, reasoning, and decision-making. While AI can execute these tasks with far greater precision and consistency than humans, someone within the organisation remains ultimately accountable for the results.
The most common misstep is underestimating the need to provide users with the right level of oversight and control so they can accept accountability for AI-driven decisions.
For example, explaining how AI decisions are made and demonstrating that they are ethical and fair depends not only on transparency and traceability but also on maintaining control and proper training data records.”
How can leaders prevent transformation fatigue during AI-driven change initiatives?
“Change is inevitable, so responding to it is part of effective leadership. AI will transform how businesses operate, but transformation fatigue arises when people feel constantly subject to change rather than in control of it.
Deliberate planning and thoughtful communication help, but the most effective approach is to empower people to feel more in control. This often involves organising teams around value streams that cut across business, technology, and operations.
Leaders can ensure teams have the skills and information necessary to take ownership of outcomes and make adjustments based on real results. This is especially important with AI solutions, which should be structured to provide continuous feedback, allowing teams to monitor performance, improve models, and refine processes based on learning.”
What kind of mindset and cultural shift is required for AI to deliver long-term value?
“Delivering long-term value from AI requires a shift from control to collaboration, and from predictability to adaptability. Organisations focused on individual targets and siloed accountability often struggle to realise AI’s full potential.
Value emerges when teams adopt a collective mindset, defining success by shared outcomes, whether customer experience, business impact, or strategic growth. Individual productivity only matters when it benefits the whole system.
Another critical shift is embracing uncertainty. Traditional corporate cultures often reward certainty and fixed plans. Cultures that support experimentation, feedback loops, and incremental change are more likely to see lasting benefits from AI.
This cultural evolution isn’t just about tools; it’s about how work is structured, how teams interact, and how decisions are made. Empowering teams to act fast, learn fast, and improve fast is central to sustaining AI-driven value.”
How can organisations balance AI experimentation with maintaining trust, transparency, and alignment with business goals?
“Each AI initiative should be evaluated based on the type of work and value it aims to deliver, whether efficiency, experience, or innovation. Different goals require different levels of oversight and distinct success metrics, making a portfolio approach to investment essential. Maintaining alignment with business goals means focusing on outcomes rather than outputs.
This requires systems where feedback, transparency, and learning are built in from the start, allowing initiatives to fail gracefully. Trust begins with a clear governance framework, as AI, like any transformative technology, can have unintended consequences. Transparency is not just audit trails; it’s about inviting dialogue, sharing lessons learned, and adapting as standards and regulations evolve.
Experimentation and learning go hand in hand. Delivering incremental value early builds credibility and transparency, helping teams understand what works and what doesn’t. Ultimately, AI is only valuable to the extent that it drives the business toward its strategic goals.”
How do organisations deal with some of the risks associated with AI – hallucinations, privacy issues, etc. – and how do they go about both securing essential data and overcoming employee resistance to the technology?
“Treating AI adoption as an iterative, feedback-driven process is key to managing risks. Success is less about getting everything perfect from the start and more about structuring work to minimise unintended consequences and adapt quickly.
“Hallucinations” is a misleading term. Today’s AI doesn’t imagine things; it follows programmed rules based on probabilities and patterns. Like any software, AI carries risks of errors or mismanaged data.
What is new is how AI uses data, to train models that imitate human decision-making. Without careful management, models can produce biased or unethical outcomes. Technology does not remove employee accountability. Recognising this allows organisations to design AI solutions with lower risk.
Designing solutions with humans in the loop is critical. It promotes transparency and explainability and is the most effective way to overcome resistance while maintaining control over outcomes.”
The Global Head of Odgers’ Procurement and Supply Chain Practice explains why key leadership hires are critical
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Global supply chains are no longer frictionless. Protectionism, tariffs, and trade disputes are now embedded features of the operating environment rather than temporary shocks. The “just-in-time” era, once celebrated for efficiency, has given way to “just-in-case” strategies that prioritise resilience.
This shift presents a fundamental dilemma. How can supply chain leaders fortify networks against disruption without pricing themselves out of competitive markets? The answer lies not only in process or technology but in leadership. Talent and leadership decisions increasingly determine whether organisations navigate this landscape with agility or stumble under the weight of volatility.
Tariff volatility: The practitioner’s challenge
Tariffs and trade barriers move with the tides of politics, national security, and global disputes. Their unpredictability complicates forecasting, procurement, and strategic planning. Traditional risk models, built around stability, are no longer adequate. Supply chain leaders must now integrate geopolitical awareness and scenario planning into their daily operating models.
US-China tariff escalations reshaped sourcing strategies across electronics, apparel, and consumer goods. Meanwhile, the EU’s carbon border adjustment mechanism is redefining competitiveness in carbon-intensive industries, and in response to EU tariffs raised on Chinese electric vehicles, China has just imposed 62% retaliatory duties on EU pork imports.
Such examples demonstrate that tariffs are not only a financial cost but a strategic disruptor that requires continuous vigilance.
Parallel supply chains: The costs of duplication
To mitigate these risks, many organisations are reshoring, nearshoring, or creating entirely new parallel supply chains. While such moves reduce reliance on single geographies, they come at considerable cost. Duplicating factories, logistics networks, and supplier bases is expensive and operationally complex.
The challenge is not purely financial. Parallel supply chains require duplicating talent, governance structures, and culture. The strain on leadership pipelines is significant, as demand for skilled local leaders in multiple regions often outpaces supply.
The most sought-after leaders are those who combine cross-border agility with the ability to build operations from the ground up. These individuals are rare, and the competition for their expertise is fierce. Boards and CEOs must therefore think carefully about where to deploy such talent and how to retain it.
Resilience vs. affordability: Walking the tightrope
Not every supply chain needs to be duplicated. The art of leadership lies in knowing where resilience is essential and where efficiency can still prevail. Some companies overbuild redundant networks, adding unnecessary costs. Others fail to act until disruption strikes, leaving them scrambling to catch up.
Effective supply chain leadership is about defining resilience thresholds. Where is duplication non-negotiable, and where is flexibility sufficient? What risks justify investment, and what risks can be tolerated? This balance demands both financial discipline and strategic foresight.
“Smart resilience” means making selective, data-driven decisions: when to invest, when to hold back, and when to exit markets or partnerships. Leaders who master this judgement avoid both complacency and overreaction.
The end customer: Who pays for resilience?
Resilient supply chains are not cost-free, and the question of who ultimately pays is critical. While some consumers accept higher prices for security, sustainability, or ethical sourcing, others are unwilling or unable to absorb the costs.
This makes consumer sentiment a central factor in supply chain leadership. Leaders must anticipate how different markets will react and develop transparent narratives that justify pricing. Those who fail to communicate risk appearing opportunistic or disconnected from customer realities. Those who succeed position resilience not as a hidden cost but as a value proposition tied to trust, sustainability, and reliability.
The leadership imperative
The skill set required to lead supply chains is evolving rapidly. Operational excellence remains essential, but it is no longer sufficient on its own. Leaders must combine geopolitical literacy with scenario-based decision-making and cultural adaptability. They must be comfortable operating amid uncertainty and skilled in building flexible networks across borders.
The talent pool for such leaders is limited, and demand is intense. I see boards increasingly seeking individuals who are both strategists and operators, capable of managing daily complexities while positioning supply chains as competitive assets. The ability to unite tactical execution with strategic foresight is becoming the defining trait of modern supply chain leadership.
From defensive to strategic resilience
Resilience is more than a defensive posture. For those who approach it strategically, it becomes a source of competitive advantage. Leaders who embrace resilience with clarity, discipline, and courage are not merely safeguarding their organisations but redefining the future of global supply chains.
The question for boards and CEOs is not whether resilience is affordable but whether fragility is sustainable. In a fractured world, can your supply chain afford not to lead?
This month’s cover star, Dr. Noxolo Kubheka-Dlamini – Chief Digital and Information Officer at Telkom Consumer & Small Business, speaks to the process of leading an ongoing digital transformation
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Welcome to the latest issue of Interface magazine!
Our cover star talks us through the process of leading an ongoing digital transformation that is pragmatic, strategic and embedded in business goals at South Africa’s largest telecommunications platform provider. “By the time we entered the mobile space in 2010, the market was already saturated,” explains Dr. Noxolo Kubheka-Dlamini, Chief Digital & Information Officer at Telkom Consumer & Small Business. “Our ambitions were constrained by limited capital, inherited legacy systems, regulatory shackles, and the sheer inertia of being a former state-run monopoly.” However, Telkom’s “willpower and commitment never faded” resulting in “notable and consistent performance against all odds”. Today, Telkom is playing a pivotal role in ensuring access to meaningful connectivity, driven by the company’s vision to become South Africa’s digital backbone: bridging the digital divide and enabling inclusive participation in its digital economy.
Kynegos: Shining a Spotlight on Transformation, Innovation and Sustainability
Kynegos, a spin-off from Capital Energy, is a business built on strategy. It exists to develop technological solutions for strategic industries. Capital Energy needed an independent platform that could scale digital solutions beyond the energy sector, and foster collaboration with startups and technology centres. Kynegos has filled this gap, and is being leveraged to create co-innovation ecosystems. This allows Capital Energy to develop digital tools that address current and future industrial challenges, keeping the company’s finger on the pulse. We spoke to CEO Victor Gimeno Granda, about its backstory, its values, and the road ahead. “Not only do we develop digital assets for the renewable sector, but for green data centres as well. My perspective is that sustainability is going to be more relevant than ever in the next 18 months.”
York County: The Human Side of AI
York County’s IT team has spent the past decade redefining what local government tech can and should be. From pioneering community cybersecurity workshops to forging statewide collaboration through ValGITE, the county has systematically brought innovation into its operations. This broad portfolio of initiatives has strengthened infrastructure and elevated service delivery. And also earned York County the number one spot in the Digital Counties Survey for jurisdictions under 150,000 population.
“Since I became deputy director eight years ago, this has been one of my goals,” reflects Tim Wyatt, director of information technology at York County. “And over the last eight years, we’ve been in the top 10, but we finally landed that number one place. I think it’s a great reflection for my team, the county, and all the dedication to try to do what’s right by the citizens. It’s just something I’m incredibly proud of. I think it accurately reflects the hard work of my team.”
Wade Trim: Bridging the Cybersecurity Skills Gap
Wade Trim provides consulting engineering, planning, surveying, landscape architecture and environmental science services to meet the infrastructure needs of government and private corporations. With a cybersecurity skills gap leaving vacancies unfilled, Wade Trim’s Senior Manager of Information Security, Eric Miller, spoke with Interface about how stepping away from education-focused rigidity could unlock swathes of latent talent. “Our industry puts emphasis on certifications. However, being passed over for jobs because you don’t have a particular certification or degree in favour of someone fresh out of college has shown me that the best candidates are those that can tell me their story. What brings them to this point in their career? Tell me what qualifies you for this role. That’s how I interview.”
York Catholic District School Board: York Catholic District School Board: Community and Communication at the Heart of IT Strategy
The challenges facing an IT leader in 2025 call for a new kind of approach. One that favours partnerships over transactions, collaboration over competition, and centres people rather than technology for technology’s sake. These perspectives ring especially true in an organisation like the York Catholic District School Board (YCDSB). It emphasises values like “service, community, collaboration, and fait rather than academic excellence alone,” explains Scott Morrow, YCDSB’s Chief Information Officer (CIO). “It’s not actually about the technology; it’s about enablement.”
We spoke with Morrow to learn more about his approach to IT leadership. From building and maintaining a team amid the IT talent crisis, to driving digital transformation initiatives across the organisation. And broader strategic objectives across a changing technology landscape increasingly defined by cybersecurity and the rise of AI.
A survey reveals that specific delivery slots and real-time tracking are now consumer expectations, with many willing to pay for predictability.
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A shift is underway in e-commerce delivery expectations with new research confirming a clear trend: consumers no longer tolerate uncertainty. Four-in-ten (40%) consumers now demand non-food home deliveries to arrive within a specific time slot. This is typically a two to three-hour window. This expectation climbs higher in key markets, reaching 44% in the UK and 43% in the US. The findings signal a clear power shift towards consumers seeking unprecedented control and transparency in their online shopping experience, forcing retailers and parcel carriers to adapt or risk falling behind.
The research, commissioned by Avery Dennison, a global materials science and digital identification solutions company, surveyed 5,000 consumers across the US, UK, France, and Germany. Findings from the survey — one of the largest of its kind — underscore a growing demand not only for on-time deliveries, but also for precise control over when, and how, parcels arrive.
A shift toward greater control
Although consumers today are more sensitive to cost than ever, six-in-ten (61%) shoppers are willing to pay a premium for more detailed insight into order tracking.
When asked what would justify payment for a premium delivery service (and invited to select ‘all that apply’), 47% stated faster delivery, making this the top overall choice, followed by 31% who said ‘accurate estimated delivery times.’
The survey also reveals that tracking expectations vary depending on the type of purchase. For example, 60% of respondents say parcel tracking is ‘very important’ when ordering electronics, 43% for fashion, and 38% for health and beauty.
Personal convenience is at stake. When asked to select up to three main benefits, the top reasons respondents gave for wanting enhanced tracking are:
Flexibility to leave the house without missing deliveries (54%)
Peace of mind knowing where the parcel is (54%)
Ensuring timely arrivals for special occasions like birthdays and anniversaries (44%)
To meet these exacting consumer demands, retailers and their logistics partners must act now or be left behind. Technology can assist in the drive to provide enhanced real-time visibility in the parcel delivery process.
Opportunity for elevated consumer satisfaction
For international e-commerce, real-time tracking has become even more critical as recent tariff changes disrupt cross-border shipping, causing extended delays and price increases.
Yet at the same time, cost remains a factor. According to McKinsey, 90% of consumers are willing to wait an extra two to three days if it means avoiding high shipping fees, highlighting a growing preference for flexible delivery options that balance speed with affordability.
“The message from consumers is loud and clear: they expect precision and control over their deliveries,” says Julie Vargas, Vice President and General Manager of Identification Solutions at Avery Dennison. “Customers may tolerate delays — but only if they’re kept in the loop. Real-time visibility shouldn’t be considered a luxury anymore; it’s the price of staying competitive. Retailers and carriers who embrace transparency will not only ease frustrations around shipping delays and rising costs, they’ll earn lasting customer trust in a tough logistics climate.”
Vargas adds: “There is a natural eagerness from retailers and carriers to cut down on expensive WISMO (where is my order) inquiries and manage costs more effectively. They recognise the benefits of providing self-service parcel tracking apps and tools powered by GPS and RFID technology, which ultimately help keep shipping rates affordable. Offering real-time updates on a package’s whereabouts is now a key foundation of this trust.”
Winning the parcel shipping game
Avery Dennison’s research also reveals that consumers find current tracking systems unreliable and insufficient. The most-cited frustrations are inaccurate notifications, inability to change delivery time or location, and premature ‘delivered’ status updates. Deploying intelligent labels at package-level helps vendors and distributors overcome these shortfalls in service.
Vargas concludes: “As the research highlights, to remain competitive in today’s e-commerce landscape, retailers and carriers must prioritise transparency and innovation in their delivery process. With almost two-thirds of shoppers willing to pay more for tracking and notifications, leveraging advanced technologies and offering real-time visibility is crucial. The pressure is very much on to address consumer needs, and turn frustrations into trust.”
When putting together a bid strategy or business proposal, it’s crucial to showcase value that extends beyond simply offering the lowest price.
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Winning new business proposals is no easy feat. And writing them is unfortunately no easier. For new or small businesses, the process of bidding for contracts can be overwhelming, and leave you feeling unsure on what you truly bring to the table, especially in the face of stiff competition.
If you’re left wondering what you can really offer a potential customer, the obvious choice might be to undercut on price. After all, better ROI and a lower price tag should tip the scales in your favour, right? But relying on a low price point not only risks damaging your credibility, but it also overlooks one key opportunity; showcasing your strengths, and positioning your business as the better choice.
The key ingredient to successfully winning new business is to accentuate your value. The experts at BWS demonstrate how to go beyond cost and demonstrate why your business is the right choice.
Why price alone doesn’t define value
Whether drafting contracts or mapping out business proposals, focusing on lower prices can hinder success, even if the tender is evaluated on Quality vs. Cost. While of course it’s important to offer a competitive price, demonstrating tangible value, expertise, and aligning with your potential client’s needs, will produce far better results.
How to position your business as the ‘best choice’
1. Prove you meet (and exceed) the requirements
The very first step in positioning your business as the obvious choice, is to establish how you meet, and exceed their requirements. You’ll want to demonstrate that you meet every specification set out by the client, and how exactly you meet them. How do you meet the technical, commercial, and qualitative criteria set out – but more importantly, how can you go above and beyond and quantify how you will add extra value – as this will set you apart from the competition.
2. Define your core messaging
While you should always start a proposal by catering to the client’s specified criteria, your business’s core needs to speak loudly too. Why should they choose YOU? What makes you a better fit? But most importantly – what is the real value you can bring to the table? Once you have determined your core messaging, and found your overarching concept or promise your brand stands behind, it will be much easier to ensure you are conveying this throughout the entire proposal.
3. Demonstrate expertise and evidence of success
Words are words until they become facts when backed up with evidence of success. Which is why it’s important to showcase relevant experience, and know-how. You can do this by offering examples of completed projects that relate to your client’s ambitions and the positive outcomes. If you are in the early stages of your business, concentrate on showcasing relevant expertise such as team experience, credentials, past roles, and case studies – that way you can showcase credibility and capability without relying solely on a long track record.
4. Offer unique solutions
Focus on how your work will benefit the client, and offer unique solutions tailored to their pain points. Demonstrate how your approach addresses their specific circumstances, avoiding vague or generic claims. Ensure you reference their industry, location, size, or operating environment, and personalise your language and tone to mirror the terminology of the client. By aligning your specific solutions – tailored to their specific needs – you will demonstrate that your proposal is custom-fit to their criteria.
5. Present as the risk-free offer
At times, when starting out as a small business, it can be tricky to avoid being seen as a higher-risk offer. Longstanding companies have larger amounts of testimonials, case studies, and project stats – which can make it difficult to compete with. But don’t let this stop you. When bidding for new tenders as an SME, ensure you present yourself as a risk-free offer by including quality assurance measures, any accreditations or insurances for peace of mind, along with contingency plans to show buyers that you are prepared, and resilient in the face of any unexpected challenges.
6. Provide value other than cost
As mentioned above, it can be easy to fall into the cost trap when starting out. But besides the fact that offering lower than market average costs can be damaging, it can erode trust and credibility in the eyes of the client. In this stage, focus on value for money rather than low-cost services. And ask yourself; do you have strong innovation plans? Are your projects injected with social value measures? And are you able to work more efficiently than other competitors? Not only does value build trust, loyalty, clients also want assurance that their investment delivers real benefits, not just savings – the key to repeat business.
Michael Baron, Managing Director at BWS weighs in:
“When reviewing business proposals, clients aren’t just buying a product or service; they’re buying partnership, trust, and the strongest indicators of a positive outcome. It’s essential to demonstrate that you understand the client’s world, and that you’re not just going to answer questions correctly, but instead anticipate their needs. Instead of solely offering value for money, consider offering a unique approach to reducing their risk, strategies that support their long-term business goals, and ways to deliver intrinsic value throughout their project lifecycle. That way, you instantly become more than a supplier – you become a strategic asset.”
Transformational success with technology is about more than just ‘keeping the lights on’. Our cover story this month spotlights National Grid with the story of an innovation programme empowering everyone across the organisation on a shared transformation journey. Global Head of Data Strategy, Andrew Burns, tells Interface how connections like these are driven by data.
“We have new energy sources, greater demand and an opportunity to gather more data than ever before. Technologies like artificial intelligence (AI) and augmented reality (AR) are revolutionising how we use that data. Today, data and these technologies are combining to increase our ability to deliver value to our customers, and society.”
Asian Hospital and Medical Center: Leading the technology revolution in healthcare
Asian Hospital and Medical Center, one of the largest and fastest growing premiere hospitals among the close to 30 hospitals in the Metro Pacific Health Group, is the pioneer of an integrated healthcare network in the Philippines. Frank Vibar, CITO at Asian Hospital and the former Group CIO of the MPH Group, reveals the IT strategic roadmap that will deliver a true regional hospital.
“AHMC’s vision is to become the centre of global expertise in caring for the unique needs of our patients and the communities we serve.”
Also in this issue of Interface…
We hear from Tecnotree on the year ahead for the Telco industry; get the lowdown on meeting the challenges of integrating Agentic AI from Confluent; learn about the importance of Cybersecurity investment in OT (Operational Technology) from Claroty; and discover how IoT-enabled digital customers are reshaping customer experiences with Content Guru.
Deepak Parameswaran, Sector Head – Energy, Manufacturing & Resources at Wipro, talks innovation with National Grid’s Global Head of Data Strategy Andrew Burns
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Partners for over 25 years, Wipro and National Grid have been laying the foundation for progress… By taking data to the cloud, creating value and leveraging their common work to deliver advanced, data-driven innovations across the National Grid enterprise.
Meeting the transformation challenge
As a utility, National Grid seeks to provide safe, affordable, and reliable electric and natural gas service for its customers. As such, the company is hyper-focused on natural gas, electricity grid modernisation, customer satisfaction and the integration of business and technology processes across the entire business as gas and electricity demand increases across the markets. Wipro offers actionable solutions, providing the innovative technology and domain expertise necessary for organisations like National Grid to transform and become leaders in sustainability within their respective industries.
Delivering bespoke solutions for Innovation
Traditional utility technologies can pose challenges in terms of complexity and capital investment. With Cloud and AI technologies emerging as game changers, Wipro delivers a proven ecosystem, incorporating analytics, IoT, Generative AI, and Augmented Reality, tailored to meet the needs of customers, assets, and grid management. This makes for easier, scalable, and faster to market solutions that allow National Grid to quickly realise the benefits. Wipro’s Utility Enterprise solutions have delivered on key elements of the digital transformation journey at National Grid. This allows for a constant data presence across the globe, creating a common, secure cloud environment.
Wipro’s partnership with National Grid
Wipro’s collaboration with National Grid continues to be built on a foundation of continuous innovation, with a commitment to:
Staying ahead of utility business trends
Supporting National Grid’s clean energy transition
Developing sophisticated data and AI solutions for enhanced customer service
Maintaining agility to address emerging challenges
“Wipro has been our biggest partner in executing use cases through the Innovation Lab, enabling us to be agile and deliver multiple projects with direct, tangible business benefits. Their support has been vital in ensuring a clear, efficient process and rapid execution, making them key to our success.”
Andrew Burns, Global Head of Data Strategy, National Grid
Click here to read more about National Grid’s Innovation story
This month’s cover story throws the spotlight on the ground-up technology transformation journey at Lanes Group – a leading water…
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This month’s cover story throws the spotlight on the ground-up technology transformation journey at Lanes Group – aleading water and wastewater solutions and services provider in the UK.
Welcome to the latest issue of Interface magazine!
In a world driven by transformation, it’s rare a leader gets the opportunity to deliver organisational change in its purest form… Lanes Group – the leading water and wastewater solutions services provider – has started again from the ground up with IT Director Mo Dawood at the helm.
“I’ve always focused on transformation,” he reflects. “Particularly around how we make things better, more efficient, or more effective for the business and its people. The end-user journey is crucial. So many times you see organisations thinking they can buy the best tech and systems, plug them in, and they’ve solved the problem. You have to understand the business, the technology side, and the people in equal measure. It’s core to any transformation.”
Mo’s roadmap for transformation centred on four key areas: HR and payroll, management of the group’s vehicle fleet, migrating to a new ERP system, and health and safety. “People were first,” he comments. “Getting everyone on the same HR and payroll system would enable the HR department to transition, helping us have a greater understanding of where we were as a business and providing a single point of information for who we employ and how we need to grow.”
Schneider Electric provides energy and digital automation and industrial IoT solutions for customers in homes, buildings, industries, and critical infrastructure. The company serves 16 critical sectors. It has a vast digital footprint spanning the globe, presenting a complex and ever-evolving risk landscape and attack surface. Cybersecurity, product security and data protection, and a robust and protected end-to-end supply chain for software, hardware, and firmware are fundamental to its business.
“From a critical infrastructure perspective, one of the big challenges is that the defence posture of the base can vary,” says Cassie Crossley, VP, Supply Chain Security, Cybersecurity & Product Security Office.
“We believe in something called ‘secure by operations’, which is similar to a cloud shared responsibility model. Nation state and malicious actors are looking for open and available devices on networks. Operational technology and systems that are not built with defence at the core and not normally intended to be internet facing. The fact these products are out there and not behind a DMZ network to add an extra layer of security presents a big risk. It essentially means companies are accidentally exposing their networks. To mitigate this we work with the Department of Energy, CISA, other global agencies, and Internet Service Providers (ISPs). Through our initiative we identify customers inadvertently doing this we inform them and provide information on the risk.”
Persimmon Homes: Digital Innovation in Construction
As an experienced FTSE100 Group CIO who has enabled transformation some of the UK’s largest organisations, Persimmon Homes‘ Paul Coby knows a thing or two about what it takes to be a successful CIO. Fifty things, to be precise. Like the importance of bridging the gap between technology and business priorities, and how all IT projects must be business projects. That IT is a team sport, that communication is essential to deliver meaningful change – and that people matter more than technology. And that if you’re not scared sometimes, you’re not really understanding what being the CIO is.
“There’s no such thing as an IT strategy; instead, IT is an integral part of the business strategy”
WCDSB: Empowering learning through technology innovation
‘Tech for good’, or ‘tech with purpose’. Both liberally used phrases across numerous industries and sectors today. But few purposes are greater than providing the tools, technology, and innovations essential for guiding children on their educational journey. Meanwhile, also supporting the many people who play a crucial role in helping learners along the way. Chris Demers and his IT Services Department team at the Waterloo Catholic District School Board (WCDSB) have the privilege of delivering on this kind of purpose day in, day out. A mission they neatly summarise as ‘empower, innovate, and foster success’.
“The Strategic Plan projects out five years across four areas,” Demers explains. “It addresses endpoint devices, connectivity and security as dictated by business and academic needs. We focus on infrastructure, bandwidth, backbone networks, wifi, security, network segmentation, firewall infrastructure, and cloud services. Process improvement includes areas like records retention, automated workflows, student data systems, parent portals, and administrative systems. We’re fully focused on staff development and support.”
Our cover story this month focuses on the work of Arianne Gallagher-Welcher. As the Executive Director for the USDA Digital…
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Our cover story this month focuses on the work of Arianne Gallagher-Welcher. As the Executive Director for the USDA Digital Service, in the Office of the OCIO, her team’s mission is to drive a tech transformation at the USDA. The goal is to better serve the American people across all of its 50 states.
Welcome to the latest issue of Interface magazine!
Welcome to a new year of possibility where technology meets business at the interface of change…
“We knew that in order for us to deliver what we needed for our stakeholders, we needed to be flexible – and that has trickled down from our senior leaders.” Arianne Gallagher-Welcher, Executive Director for the USDA Digital Service reveals the strategic plan’s first goal. Above all, the aim is to deliver customer-centric IT so farmers, producers, and families can find dealing with USDA as easy as using an ATM.
BCX: Delivering insights & intelligence across the Data & AI value chain
We also sat down with Stefan Steffen,Executive Leader for Data Insights & Intelligence at BCX. He revealed how BCX is leveraging AI to strategically transform businesses and drive their growth. “Our commitment to leveraging data and AI to drive innovation harnesses the power of technology to unlock new opportunities, drive efficiency, and enhance competitiveness for our clients.”
Momentum Multiply: A culture-driven digital transformation for wellness
Multiply Inspire & Engage is a new offering from leading South African insurance provider Momentum Health Solutions. Furthermore, it is the first digital wellness rewards program in South Africa to balance mental health and physical health in pursuing holistic wellness. CIO, Ndibulele Mqoboli, discusses re-platforming, cloud migrations, and building a culture of ownership, responsibility, and continuous improvement.
Clark County: Creating collaboration for the benefit of residents
Navigating the world of local government can be a minefield of red tape, both for citizens and those working within it. Al Pitts, Deputy CIO of Clark County, talks to us about the organisation’s IT transformation. He explains why collaboration is key to support residents. “We have found our new Clark County – ‘Together for Better’ – is a great way to collaborate on new solutions.”
Also in this issue, we hear from Alibaba’s European GM Jijay Shen on why digitalisation can be a driving force for SMEs. We learn how businesses can get cybersecurity right with KnowBe4 and analyse the rise of ‘The Mobility Society’.
