Do we (I) want something other than a smartphone?

This is the question that has been raised with introduction of new device like #RabbitR1 and The #AIpin before it. Do I want something that just does a fraction of the functions of my iPhone? Although these devices now only do a small subset of the functionality, they do intrigue me. It is a new way of interaction, new experience, maybe even just because it does less I’m considering it. Smartphones have been dominating our lives for over 2 decades now, is this the time to get rid of them and take back some control?

All the above questions and thoughts have been circling my mind since I have seen the Launch of the R1 at CES. These to device are just the start but they are small but significant balloons that have been let up by the tech industry to test the waters. Are we ready for a change? Are we ready for less? Or do we just want the same but in a different jacket.

What is your preference, something new or something old? Have you already preordered one of the devices?

Stay curious 🧐

Despite the growing use of collaboration technologies, we see companies unable to reap business benefits. Companies often ignore the human side of the hybrid workplace. Your workplace is not just a collection of technology. It’s a culture and a way of life. It’s about creating the right balance between people, processes, and operations and technology and platforms to create an amazing people experience!

As a consultant, I see a widespread adoption of Microsoft 365 (M365). Organizations are now able to achieve new heights of productivity, collaboration, and creativity. But, how do you empower them to digitally transform their business? How do you create immersive experiences?

After rolling out M365 technologies and platforms, organizations are unable to get a full return on investment as people don’t adopt the technologies in their day-to-day work. Here are my observations on various adoption challenges and my tips to improve M365 adoption and value from an organizational perspective.

Some of the most common M365 adoption challenges are:

• Organizational reluctance to rationalize existing point solutions in lieu of the rich M365 feature-sets around productivity and collaboration (legacy file storage and sharing solutions, intranet and internal communication platforms, etc.)
• Frequent vendor-initiated enhancements and feature additions in M365 demanding organizations to constantly evolve their expertise to support and use the environment.
• Conflict between centralized IT controls and governance that organizations have established at enterprise level for security and compliance (data sharing, user provisioning, application access, data protection, etc.) with M365’s self-service architecture, which provides higher autonomy for users
• A lack of proper understanding of M365’s licensing model, which has evolved over time resulting in multiple bundling options for enterprises. A lack of proper understanding of the licensing model affects an organization’s ability to maximize value for the money spent.

Organizations can undertake several measures to unlock the full potential of the M365 platform, enhance productivity, and streamline workflows for sustained success.  

Establish an M365 competency center: Organizations can organize their M365 adoption efforts, tap into knowledge, and offer people customized assistance by setting up a competency center. By removing obstacles, boosting user confidence, and encouraging effective use of M365’s capabilities and services, this targeted strategy eventually encourages wider adoption throughout the organization.

Implement usage analysis: Collecting and analyzing M365 usage trends (for example, through M365 admin center, Microsoft Graph API, M365 usage analytics, Adoption Score, or third-party analytics solutions) can provide valuable insights into areas where adoption is low or specific features are underutilized. This can help target training and education efforts to address these gaps and promote better utilization of M365 services.

Optimize licenses: M365 offers a variety of subscription plans and licensing choices. Following implementation, organizations can assess their license distributions and tweak them to better meet user needs. In order to do this, licenses that aren’t in use must be found and transferred to people who require more features or services. Licensing optimization ensures the effective use of licenses across the organization and assists in cost management

Improve security and compliance: Following implementation, it is crucial to carry out an extensive security and compliance assessment. Organizations should check their M365 security preferences, access restrictions, and compliance options. This evaluation aids in identifying any holes or vulnerabilities that must be closed in order to uphold a strong security posture and comply with legal obligations.

Strong governance and policies: For efficient management and control, M365-specific governance and policies must be established. This includes creating access controls, data retention policies, data loss prevention techniques, and information sharing guidelines.

Integration with other systems: M365 commonly interacts with other software and systems in a business setting. Organizations should evaluate the effectiveness of these connections after implementation to identify any gaps or potential improvement areas. Increasing productivity, reducing processes, and improving data flow are all advantages of optimizing integrations.

Establish hybrid controls: To address the conflict between centralized IT controls and M365’s self-service architecture, organizations can adopt a hybrid approach that combines self-service capabilities with centralized control and governance. This involves establishing clear policies, guidelines, and workflows that strike a balance between user empowerment and centralized oversight.

Change management: Microsoft releases updates and feature enhancements on a regular basis to address customer needs, improve security, and enhance people experiences. While these updates can bring numerous benefits, they also require organizations to stay proactive in terms of change management, communication, and training to ensure smooth adoption and minimize disruptions.

Persona-driven approach: A diverse workforce with varied technology aptitude and expectations calls for a persona-driven approach. By leveraging digital experience monitoring (DEM)tools for collecting valuable insights into user preferences, organizations can tailor services and content to meet the specific needs of each persona, leading to higher user satisfaction and engagement.

In summary:

By utilizing post-implementation rationalization opportunities, organizations can maximize user engagement, optimize licensing, increase security and compliance, enhance performance, streamline interconnections, and provide ongoing training and support. By iterative execution, organizations are able to maximize their Microsoft 365 investments and ensure that it will continue to fulfill their changing business needs.

At Capgemini, we offer a wide choice of services designed to drive end-user experience. We make the transition to M365 quick and easy for you. We can assist you in conducting a full review of the current M365 ecosystem and in providing the guidance and know-how needed to maximize your company’s corporate adoption of M365 and stimulate creativity throughout your business.

Our living labs bring the solution to life with immersive experiences. Our innovation framework is designed to enable collaboration and rapid prototyping to bring ideas to life that create an amazing people experience!

We helped one of the leading banks build a collaborative workplace with a transition to Microsoft 365 targeting 100,000 users. We developed personas, mapping critical journeys and identifying the personal needs of individuals. And we brought in the team to build a gamification program that helped in driving up enthusiasm and encouraging usage. The bank achieved an adoption rate of 70-80%, with widespread adoption of Exchange Online, OneDrive, Microsoft Applications for Enterprise, SharePoint Online, and mobile tools across their offices worldwide.

Are you ready to drive Microsoft 365 adoption?

Talk to us.

A common mistake companies make when transitioning to a green economy is to plan for the world as it currently is, as opposed to the world it’s rapidly becoming.

Miguel Sossa-Mardomingo, Capgemini’s Vice President and Americas Sustainability GTM Lead, has worked at the intersection of business and the environment for over 20 years. He has helped many companies develop sustainability roadmaps, achieve carbon neutrality, educate their supply chains and consumers on resource conservation, and so forth. At Capgemini, he is helping commercial and municipal clients achieve critical sustainable goals and understand the role climate funding plays in enabling their ambition.

“Sustainability is a team sport, a comprehensive issue that requires thinking and input from myriad partner ecosystems and every facet of consulting,” Sossa says. “At Capgemini, we recognize that ensuring a resilient and sustainable future is one of – if not the most important – imperatives of our lifetimes. Since joining, I have appreciated how sustainability is authentically at the core of who we are at Capgemini.”

Now is the time for businesses to take decisive action to be part of the global effort to reduce carbon dioxide emissions and mitigate the worst consequences of anthropogenic climate change.

We spoke to Sossa about what businesses should anticipate in the near future and how they can best position themselves to become major players in the burgeoning eco-friendly economy.

What major sustainability trends can we expect to continue throughout 2024?

One is that the regulatory world is shifting every day. For example, California recently announced SB 253 and SB 261, which focus on climate disclosures on businesses in the state. That means organizations need to look internally at how they’re capturing their environmental impact data today and making sure they can communicate this in a clear, concise way. Similar legislation is happening in the EU and the US with the SEC (Securities and Exchange Commission) Climate Disclosure Policy.

Secondly, investors are expecting more from companies regarding ESG (Environmental, Social, and Governance) performance, especially climate disclosures. Regardless of whether someone politically thinks ESG reporting is good or bad, broadly speaking most companies see that the transparency and accountability of joining sustainability programs and including ESG in what they bring to the market builds relationships with investors. The investment market is already pushing in that direction.

How about technology? Which tech trends should people follow in 2024?

Obviously, the big phrase at the end of 2023 was “generative AI.” We will see AI and big data continue to drive insights throughout all sustainability sectors. That includes analyzing the reporting data I just mentioned. These tools will help organizations identify ways to minimize environmental impacts and their effects on various communities while optimizing resource utilization.

Blockchain will still be prevalent in tracking the origin of sustainability claims, products, and materials. Hopefully, we will see a push toward digital twins as they enable us to do everything from climate mitigation and resilience strategy planning to creating virtual models of products and processes. These tools will help companies assess their broader environmental impact.

In addition to leveraging these technologies for sustainability, you know the ins and outs of securing government funding for the energy transition. What green infrastructure investments by the US government should businesses be aware of?

Well, we are actively engaged and advising our clients regarding the US government’s record climate funding: $2 trillion via the Infrastructure Investment and Jobs Act (IIJA), the CHIPS and Science Act, and the Inflation Reduction Act (IRA). That is a huge opportunity for businesses looking to transition, and the funds will be paid throughout 2024. But receiving this funding is only the first step. Organizations will need to know the proper way to use it.

Executives with a long-term vision for their companies will look for partners who can help deploy that funding in their manufacturing, work force development, etc. We will also see foreign investments continue to come in, particularly around green energy and hydrogen. So, there will be a heavy focus on infrastructure.

What are the main challenges preventing businesses from adopting more sustainable practices?

There is limited knowledge about sustainability issues all around. In the public sector, regulatory uncertainty and limited government support – despite the promising investments I just mentioned – hinder long-term investments. Meanwhile, in the private sector, pressure for short-term profits and limited access to capital for sustainable investments add another layer of difficulty.

It is hard for companies to integrate sustainability into existing operations, especially when they do not have access to necessary technologies. But it is also a company culture issue. Insufficient collaboration and limited knowledge sharing within organizations can hinder collective progress.

Should businesses try to integrate sustainability into existing business models or completely transform?

That depends on the nature of the business. Highly resource-intensive businesses, such as oil and gas companies, may require more significant transformation. Unsustainable business models need more transformation than those already aligned with sustainability principles. Pressure from consumers and investors can motivate either integration or transformation. Regulations can incentivize either, as well, depending on their specific requirements. Businesses will need to weigh the costs and benefits of each approach.

Capgemini’s A world in balance report found that companies are still struggling to track emissions throughout the value chain. Why is this difficult?

Without adequate visibility into supply chain emissions, many businesses do not have enough data for accurate calculations. The data they do have are heterogenous and inconsistent, which will require validation and aggregation. Suppliers might be reluctant to share sensitive data, hindering accurate tracking, and smaller businesses often lack the resources for tracking effectively in the first place.

This is especially true when it comes to scope 3 emissions, which come from operations not controlled by the company itself but indirectly affect the value chain. There is a simple reason for data inaccuracies across all sorts of companies regardless of size or sector: the best methods for tracking scope 3 emissions are still evolving and have not been standardized yet.

What kind of impact does the difficulty around tracking scope 3 emissions have on sustainability efforts?

It can be extremely damaging if not handled properly. Companies may feel compelled to simply ignore scope 3 emissions because they are upstream or downstream of their traditional purview. But scope 3 emissions can account for 70 percent or more of a company’s total carbon footprint, so overlooking them will severely limit opportunities to reduce one’s climate impact.

This might not be possible to ignore going forward, though, because investors and stakeholders are demanding greater transparency and governments are increasingly requiring disclosures. They need to adopt new tracking methodologies that will make the supply chain more resilient as they recover from pre-pandemic levels.

How can businesses start preparing for upcoming regulations around sustainability reporting?

Organizations will need to identify relevant regulations, analyze compliance requirements, conduct a materiality assessment to determine the most relevant sustainability issues for their business and stakeholders, and evaluate their data management capabilities. They will need data availability and completeness, as well as efficient collection and analysis processes.

At that point, organizations will need to design and build a reporting framework, which will require developing internal guidelines and assigning responsibilities. They should engage with stakeholders to understand expectations and make sure to communicate performance transparently. They should consider implementing governance and oversight mechanisms, such as a sustainability committee, and seeking external support from expert consultants.

Would a company be in good shape after taking these steps?

Well, they would have a tremendous head start and be well positioned to handle big shakeups. But sustainability requires continuous improvement and adaptation. Smart businesses will regularly review and update reporting processes, invest in ongoing learning, and benchmark against industry leaders.

It’s clear that business transformation is an ongoing process. But what steps can businesses take this year to accelerate their transformation journeys?

They can elevate their sustainability ambition (e.g., redefine success, set ambitious goals, embrace transparency), invest in transformational technologies (e.g., leverage data and analytics, adopt digital technologies, invest in innovation), reimagine business models (explore new value propositions, embrace disruptive innovation, and collaborate with ecosystem partners), build a culture of sustainability (e.g., embed sustainability in leadership, empower employees, incentivize sustainable behavior), and partner for collective action (e.g., engage with stakeholders, advocate for policy change, join industry initiatives).

What returns on investment are important to track when implementing sustainability transformation?

Organizations will want to monitor financial, environmental, and social factors. It is self-evident that companies will want to reduce costs, increase revenue, improve risk management, and increase access to capital. Executed correctly, sustainability initiatives can benefit a company’s bottom line. Environmental metrics to keep an eye on are emissions reduction, resource conservation, and biodiversity preservation. The social aspect includes tracking employee engagement, community relations, brand reputation, and talent attraction/retention.

Those are all the measurable factors companies should monitor. But there are also a few intangible factors that are still important: innovation, competitive advantage, futureproofing, resilience, and long-term value creation. These are not as easy to measure. Given that they are about positioning for the future, these returns are a bit more theoretical. But it is incredibly helpful for companies to have an idea of where they stand today to reap the benefits tomorrow.

How can businesses ensure they are heading in the right direction for both environmental responsibility and business success?

It is hard to overestimate the importance of vision and leadership. If embedded into core strategy and championed from the top, sustainability will reverberate throughout the company. You will see this through data-informed decision-making, innovation and transformation (e.g., investments in clean technologies, development of sustainable products and services, efficient operations), active collaboration with stakeholders, and transparency around sustainability performance.

But it is becoming clearer with each year that businesses do not need to choose between sustainability and profit. In fact, becoming more sustainable can be good for business. You just need the right plan in place and to understand what lies ahead.

And this is the fifth and final tech trend for 2024 that I wanted to share with you.

I was a very young boy when Armstrong and Aldrin landed on the moon. And for the first time in 50 years, we will send astronauts in lunar orbit in 2024 with NASA’s Artemis 2, potentially followed with a crewed lunar landing in 2025 with Artemis 3.

This regain of interest for space is not just a nostalgic nod to the past; it is a symbol of a profound shift in the entire space industry .

This shift is redefining our objectives in space. The focus is no longer solely on distant celestial bodies. Instead, there’s a concentrated effort towards harnessing the potential of Low Earth Orbit (LEO). This arena is ripe with opportunities for advancements in telecommunications and Earth observation. CubeSats, ChipSats, and other nanosatellites are being launched in their thousands, while we see a surge of exciting projects such as the development of laser communication systems, hybrid ground and space networks, or even seamless 5G connectivity from space. We also see an emphasis on ‘’sustainability by design’’, with the development of satellites and launch craft that are not only more efficient but also limit space debris.

The 2020s are also witnessing a radically different ‘Space Age’ from the one we experienced in the 70s. Unlike the earlier era, dominated by a few governmental programs, this new chapter in space exploration is being written by a diverse array of players.

The landscape now includes not just new giants like SpaceX, but also a burgeoning ecosystem of startups. These dynamic new entrants are bringing fresh ideas, innovative technologies, and a start-up mindset to an industry that was once the sole domain of national space agencies.

As we venture into this new space age, the goals are clear: enhanced efficiency, reduced costs, and elevated performance. This is not just a race to the stars; it’s a quest for practical, more sustainable solutions that will shape the future of humanity both on and off our planet.

Human ingenuity combined with technology: 

How does a the new Volvo Cars XC30 model sound like? And could you make music 🎧 with its sounds? Volvo and the team at Klevgrand gave it a go and they made it available to all of us to play around with. I love this kind of experimentation, technology and innovation is all about playing with it, experimenting and pushing the boundaries.

Have fun creating something new and share with us what you have created 😊here is the link to play with:

Do Not Get Distracted around the Hype of AI! 

10 must read articles selected by MIT to grasp what happen in 2023. Which must read article would you add to the list or recommend me to read on AI? (share in the comments)

It has been a tumultuous year around AI with up and downs. With claims of Sentience. A with a sprout of 1000+ new startup. Boom of inventments reaching the 205B dollar Mark. A GPU shortage.

Big Players diving into the game early and creating their own LLM Models. Now the rush for the ‘Small LLM’. New tools being developed. Math being solved by new methods. Sustainability questions raising around all the hunger for compute. Extinctions treats being raised. AI4good getting a stronger foot hold in the world of medicine.

We can only conclude that the field of AI is back on the radar and it has unleashed some new possibilities, emotions and debates across the globe. Lets see what 2024 will bring us in the world of Technology

Capgemini explores semiconductor industry trends, the future of the industry, and supply chain management challenges and innovations.

The global semiconductor industry is facing a new set of challenges that have impacted the industry and propelled it towards innovation.

According to global Capgemini research on semiconductor market trends, companies expect demand for semiconductors to increase by 15 percent by 2026. Downstream organizations – companies that rely on semiconductors for their products or services – expect demand to grow by 29 percent.

We’ve identified several major trends that are shaping the future of the semiconductor industry, and how semiconductor companies can develop the right tools, technologies, and business strategies to build resilience across the value chain.

At a glance: Top global semiconductor industry challenges

• Building semiconductor manufacturing supply chain resilience is becoming increasingly important as companies mitigate geopolitical risks and rising chip demand. This shift is sparking increased investment in digital tools and heightened reindustrialization efforts via domestic shoring and nearshoring.
• Generative AI adoption is on the rise, challenging semiconductor companies to effectively implement the emerging technology into their products and processes.
• Sustainability remains a critical consideration when developing new products and services amid sourcing and supplier uncertainty.

Semiconductor supply chain resilience becomes front and center

Semiconductors are among the most traded goods in the world, and any disruption in the semiconductor supply chain can significantly impact the global economy.

According to our research, the flow of components, materials, and completed semiconductor products has been hindered by uncertainty around international trade, export restrictions, and tariffs, with geopolitical tension (69 percent), fab capacity (65 percent), and reliance on a small number of semiconductor suppliers (52 percent) impacting perception around supply chain reliability.

While more than half of downstream organizations plan to prioritize chip sustainability, supply chain resilience, and cybersecurity features in the next two years, only two in five semiconductor organizations are confident in the resilience of their supply chains.

How are semiconductor companies building supply chain resilience?

In response, the semiconductor industry expects to increase its domestic sourcing from the current 40 percent to 47 percent to mitigate the risks associated with international logistics. To enhance stability, the industry also anticipates an increase of four percent in nearshoring. Seventy-four percent of semiconductor organizations surveyed expect to increase their US investments, compared to 59 percent increasing their investments in Europe.

How can semiconductor companies mitigate geopolitical risks to the supply chain?

For semiconductor companies, it is imperative to establish process maturity that will enable the ability to switch easily between industries and diversify through cooperation and strategic relationships.

Diversify the supplier base. Supplier base diversification helps reduce reliance on a smaller pool of providers, while expanding the partner ecosystem. According to our research, 74 percent of semiconductor companies are actively exploring diversification of their supplier base. Domestic sourcing is also anticipated to increase from the current 40 percent to 47 percent to mitigate the risks associated with international logistics.

Collaborate globally. Global semiconductor collaboration is an effective supply chain risk-mitigation strategy that allows semiconductor organizations to access new markets, navigate unfamiliar regulatory systems, access a wider range of technologies and expertise, and mitigate potential supply chain bottlenecks. For example, TSMC, Robert Bosch, Infineon, and NXP Semiconductors announced their European Semiconductor Manufacturing Company (ESMC) joint venture in Germany to provide advanced semiconductor manufacturing services within the EU.

Develop alternative materials. The limited availability of critical materials like silicon wafers, inert gases, and rare earth elements affects 67 percent of semiconductor supply chains. Finding viable alternative materials can mitigate such risks, and diversifying material sources can enhance resilience against market fluctuations and trade restrictions.

Implement semiconductor digital twin technology. Digital twins enable proactive simulation of various scenarios, allowing the anticipatory identification of vulnerabilities. By analyzing these simulations, organizations can develop mitigation strategies and optimize their operations, ensuring continuity of supply chain operations.

Here are some examples of where semiconductor companies are investing in digital twin technology.

• Device-scale twin: Detailed visualization of a device to reduce cycles of silicon learning, thus reducing waste and resources
• Process-scale twin: Using simulation to streamline process development, thus reducing chemical and electricity usage
• Equipment-scale twin: Improving the first time right from design through installation by finding issues before physical build or building equipment expertise faster and more effectively.

Strengthen cyber defenses and protect data integrity. The complexity of semiconductor supply chains attracts a critical threat landscape. Implementing robust security measures to every link of the semiconductor supply chain is important for enhancing cybersecurity and data integrity. As Gen AI continues to become more prevalent, organizations should continue to innovate to safeguard the integrity of both their products and data.

Generative AI sparks innovation across the semiconductor value chain

Gen AI is probably our generation’s most disruptive innovation, with the potential to shape the future of semiconductor manufacturing. According to Capgemini research, increased adoption of artificial intelligence and generative AI is driving the need for specialized neural processing units (NPUs) and high-performance graphics processing units (GPUs) that can handle massive computations and large datasets efficiently. Around 48 percent of downstream organizations say that Gen AI adoption is dependent on how well semiconductor suppliers can meet increased demand.

What are some top Gen AI use cases for semiconductor manufacturing?

From simple task automation to product development, the semiconductor industry is poised to accelerate Gen AI adoption in a number of ways.

• Automate semiconductor design processes. AI-led automation can accelerate development cycles, with machine learning algorithms and Gen AI optimizing various stages of the chip design workflow – from initial architecture to physical layout. Establishing digital continuity across the product lifecycle can help deliver the data visibility needed to accelerate efforts. Learn more about how digital continuity is reshaping semiconductor manufacturing here.
• Develop AI-optimized semiconductor products. As downstream industries integrate AI into their products and services, the semiconductor industry must focus on products optimized for AI workloads. These specialized chips are designed to deliver enhanced performance, energy efficiency, and scalability. Learn more about elevating semiconductor chip design with Gen AI here.
• Improve production efficiency with intelligent systems. Through intelligent operations such as AI and ML, semiconductor manufacturers can enhance production efficiency, optimize complex fabrication processes, reduce the incidence of defects, and accelerate time-to-market for advanced chips. Learn more about improving semiconduction production efficiency with Gen AI here.

Harnessing the power of semiconductor sustainability

As the Earth’s ability to provide what we need decreases, the need to act on sustainability is increasing. Semiconductor companies are launching initiatives focused on producing sustainable products that enable low-power consumption or reduce the carbon footprint of their customers.

How can the semiconductor industry develop more sustainable manufacturing practices?

• Lower environmental impact. Lowering the environmental impact of the chip manufacturing process is of the utmost importance. Semiconductor companies can do this by focusing on developing sustainable packaging, investing in green chemistry practices, and developing stronger supplier relationships. By shifting to environmentally friendly alternatives, organizations can reduce their ecological footprints.
• Minimize ecological footprint. Commitment to sustainability is not just a trend but an essential step in ensuring the industry’s long-term viability. This motivates organizations to balance technological advancement with environmental responsibility by switching to renewable energy sources and designing energy-efficient chips.
• Utilize renewable energy sources. Reducing reliance on fossil fuels and mitigating the impact of fluctuating energy prices can lead to long-term cost savings. Switching to renewable energy sources can also ensure a more stable and reliable energy supply, supporting the continuous operation of manufacturing processes.

Learn more about sustainability strategies for semiconductor companies here.

The future of the semiconductor industry 

The semiconductor industry is in a state of flux, with several major trends – including supply chain resiliency, generative AI, geopolitical tensions, and sustainability – emerging from this transition.

Semiconductors propel civilization forward and enable the creation of better societies. By investing in advanced technologies, strengthening supply chains, embracing sustainability, fostering collaboration, and harnessing AI, the semiconductor industry can overcome uncertainty and drive the next wave of global innovation.

Capgemini is at the forefront of the semiconductor revolution. Our comprehensive suite of services is designed to meet the unique challenges and opportunities of the semiconductor sector, ensuring your business stays ahead in a rapidly evolving market.