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LEAP, one of the biggest tech events in the Middle East took place recently in Riyadh for the second year with more than 172,000 people in attendance. During the opening, Abdullah Alswaha, the Minister of Communication and Information Technology of Saudi Arabia has announced that the Arab kingdom has received US$9 billion in investments to support future technologies, digital entrepreneurship, tech startups, and enhance the Kingdom of Saudi Arabia’s position as the largest digital market in the Middle East and North Africa (MENA).

Some of the world’s biggest tech companies have already invested in the Kingdom, with Microsoft investing $2.1 billion in a global super-scaler cloud, and Oracle investing $1.5 billion to expand its MENA business by launching new cloud areas in the Kingdom. Huawei has invested $400 million in cloud infrastructure for its services in the Kingdom, while Zoom has partnered with Aramco to launch a cloud area in the Kingdom.

These investments are part of Saudi Arabia’s Vision 2030 plan, which aims to diversify the economy away from its reliance on oil. The plan seeks to attract foreign direct investment and position Saudi Arabia as a leader in technology and innovation.

“A few days ago it was announced that KSA has the most productive economy in the world. the GDP is increasing more than any other country in the world, they have an ambitious plan to change. All of Saudi Arabia wants to be leaders across tech or any other area that is relevant in the world of science and technology. I think that if any company has an interest to be at the forefront of innovation, Saudi Arabia is a leader in that, with NEOM project, or KAUST University and different projects across the Kingdom. In order to make this a reality we need to rely on technology and technology is going to be the driver behind all of that so LEAP is the biggest tech event in Saudi and everybody needs to be here,” Jason Roos, CIO at KAUST University explained at LEAP.

The NEOM project is just one example of the Kingdom’s ambitious plans. NEOM is a new economic-technological area being promoted by Saudi Arabia in the northwest of the country, facing the Sinai Peninsula. The project aims to shift the economic focus from the Persian Gulf to the Red Sea, taking advantage of the proximity with Egypt, Jordan, and Israel, and to rival the urban innovations of Dubai, Abu Dhabi, and Doha.

In conversations with different IT vendors at LEAP, CIO Middle East had the opportunity to discuss with Fady Richmany, Regional VP and General Manager, SEEMEA at Commvault, about the huge potential for the Saudi market. “As one of the top markets in the region, it is also poised to become one of the world’s fastest-growing economies, with the implementation of Saudi Vision 2030 and the government’s modernisation efforts also driving the creation of more sustainable operations across all industries, as well as accelerating the nation’s digital transformation”, he added. 

Recent reports suggest that Saudi Arabia is likely to spend $34.6 billion on information and communications technology, positioning it as a leader in the MENA region’s digital economic transformation. Companies like Commvault have been operating in the Kingdom for many years and are supporting key KSA entities on their digital transformation journeys.

With its ambitious plans and investments in technology, Saudi Arabia is becoming an attractive destination for tech companies looking to expand their operations and invest in emerging markets. The Kingdom’s commitment to innovation and digital transformation makes it a leader in the region and a key player in the global tech industry.

Saudi Arabia’s dedication to technology is positioning it as a leader in the MENA region’s digital transformation. With investments from major tech companies and ambitious plans like NEOM, the Kingdom is well on its way to diversifying its economy and becoming a major player in the global tech industry.

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Despite its potential for relieving pressure on the workforce, automation in the workplace is often seen negatively, as a cause of job losses or a growing skills gap. Yet, done well, automation can provide critical support that frees people up to focus on more impactful work — and can lead to happier, more motivated and productive employees.

At a time when burnout has become a major issue — with Future Forum data showing 40% of workers globally experience it — automation can also help employees by simplifying work and saving them time.

So, how can IT leaders help reduce the cognitive load and automate common tasks such as creating sales decks using Salesforce data or raising purchase order requests? One way is through the digital headquarters (HQ).

Making automation a reality with the digital HQ

The key to effective workplace automation is keeping it simple and empowering end users. If a system is too complicated to set-up it becomes a burden on the tech team and is not scalable.

With most businesses still navigating the shift to hybrid, the one office that every employee comes into each day is the digital HQ — a single digital space where workflows between your people, systems, partners and customers. In transforming how teams work, communicate and collaborate, the digital HQ sits at the heart of automation initiatives, with free-flowing conversations built around specific projects or teams taking place in channels.

Heading into a tough economic climate, it’s more important than ever for organisations to keep teams motivated and engaged, so they are able to perform and deliver results quickly. Automation within the digital HQ is a major step towards this — empowering employees to liberate their time from manual tasks and helping them breeze through multiple requests that might otherwise perforate their day.   

Offering a no-code solution that everyone can use, Slack’s Workflow Builder hands control back to the team, boosting efficiency in the process. Just ask telecommunications giant Verizon, who used Slack’s digital HQ — alongside automations — to improve output and employee experience.

Slack

Personalised problem-solving

Verizon’s Planning and Engineering team were the first to identify the potential of Slack’s Workflow Builder to bring solutions to, not just their own department, but the whole company. This is because Workflow Builder is an easy-to-use tool that requires no coding experience, with over 400,000 people around the world having built workflows so far — 80% of whom are in non-IT roles. It was therefore easy for Verizon to see its potential to give teams autonomy in solving their own pain points.

Verizon launched the Citizen Builder Programme, encouraging staff to leverage automated workflows to create solutions. This level of personalised problem-solving meant issues were resolved with far greater precision than if another team had been tasked with the job. With one impactful example being how Verizon’s Wireline Network Operations team used Slack’s Workflow Builder to coordinate field technicians for last-mile service calls. Automating parts of this process not only reduced the load on the team but also led to more accurate customer appointment times — all without adding any additional pressure to Verizon’s IT team.

With an expansive telecommunications operation, and a reputation for excellent customer service, Verizon faces a huge amount of admin every day. But with Slack’s Workflow Builder, they have ensured it doesn’t take its toll on workforce motivation, and satisfaction isn’t reserved exclusively for its customers.

For more information on how Slack’s Digital HQ can help your business click here.

Application Performance Management, Change Management, Networking, Remote Work

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Merger and acquisition (M&A) activity hit a record high in 2021 of more than $5 trillion in global volume. While the market has certainly slowed this year, it remains on par with pre-pandemic levels — quite a feat at a time of business uncertainty and inflation. But when it comes to corporate deal-making, risk lurks around every corner. The potential for overpaying, miscalculating synergies and missing potentially serious deficiencies in a target company is high.

With so much at stake, information is power. But while plenty of focus is centered on gathering financials, reviewing contracts, picking through insurance details and more, insight into IT risk may be harder to come by. Acquiring organizations need a rapid, accurate way to assess and map all of the endpoint assets in a target company, and then work quickly post-completion to assess and manage cyber risk.

The need for visibility

M&A deal volume may have fallen 12% year on year in early 2022, but the market remains bullish, driven by cash-rich private equity firms that are sitting on trillions of dollars, according to McKinsey. Still, security and IT operations are a growing concern for those with money to spend. It’s extremely rare for both sides of a deal to have similar standards for cybersecurity, asset management and key IT policies. That disconnect can cause major problems down the road.

Due diligence is therefore a critical step; enabling acquiring firms to spot potential opportunities for cost savings and synergies, whilst also understanding how risky a purchase a company may be. It benefits both sides. If an acquirer is unable to gain assurances around risk levels, they could theoretically call a deal off, or lower the offered acquisition price. Should they press on regardless, the organization may experience significant unforeseen problems trying to merge IT systems. Or it might unwittingly take on risk that erodes deal value over time – such as an undiscovered security breach that leads to customer class action suits, regulatory fines and reputational damage. 

These concerns are far from theoretical. After the discovery of historic data breaches at Yahoo, Verizon’s purchase price of the internet pioneer was adjusted down by $350m, or around 7% of deal size, back in 2017.  Marriott International was not so lucky when it bought hotel giant Starwood. It wasn’t until September 2018, two years after the acquisition and four years after the initial security breach, that an unauthorized intrusion was finally discovered. The breach turned out to be one of the biggest to date, impacting over 380 million customers, and led to an £18.4m ($21m) fine from the UK’s data protection regulator.

Getting due diligence right

In an ideal world, CIOs would be involved in M&A activity from the very start, asking the right questions and providing counsel to the CEO and senior leadership team on whether to proceed with a target. However, the truth is that this isn’t always the case. Such is the secrecy of deal-making that negotiations are usually limited to a small handful of executives, leaving some bosses on the outside. 

The best way CIOs can rectify this is to proactively educate senior executives about the importance of information security due diligence during M&A. If they succeed in embedding a security-by-design culture at the very top of the organization, those executives should be able to ask the right questions of targeted companies, to judge their level of risk exposure early on. They may even be inclined to invite the CIO in to help.

For most organizations, however, the first critical point at which due diligence can be applied is after an acquisition has been announced. This is where the acquiring company must gather as much information as possible to better understand risk levels and opportunities for cost reduction and efficiencies. SOC 2 compliance would make things run much smoother, providing useful insight into the level of security maturity at an acquired firm. But more likely than not, the acquiring company’s CIO will need to rely on their own processes.

Visibility is everything. They need accurate, current data on every single endpoint in the corporate environment, plus granular detail on what software is running on each asset and where there are unpatched vulnerabilities and misconfigurations. That’s easier said than done, and most current tools on the market struggle to provide answers to these questions across the virtual machines, containers, cloud servers, home working laptops and office-based equipment that run the modern enterprise. Even if they are able to provide full coverage, these tools may take days or weeks to deliver results, by which time the information is out of date.

Managing post-deal risk

The second opportunity for the CIO is once contracts are signed. Now it’s time to use a unified endpoint management platform to deliver a fast, accurate risk assessment of the acquired company’s IT environment. By inventorying all hardware and software assets, they can develop a machine and license consolidation strategy, eliminating redundant or duplicated software. The same tools should also enable CIOs to distribute new applications to the acquired company, scan for unmanaged endpoints, find and remediate any problems, and enhance IT hygiene across the board.

M&A is a high-risk, high-pressure world. By prioritizing endpoint visibility and control at every stage of a deal, organizations stand the best chance of preserving business value, reducing cyber risk and optimizing ROI.

Learn more about how Tanium can help manage risk and increase business value during mergers and acquisitions.

Risk Management

Posted on Posted in Digital transformation, General topics Tagged with , , , , , , , , , ,

Merger and acquisition (M&A) activity hit a record high in 2021 of more than $5 trillion in global volume. While the market has certainly slowed this year, it remains on par with pre-pandemic levels — quite a feat at a time of business uncertainty and inflation. But when it comes to corporate deal-making, risk lurks around every corner. The potential for overpaying, miscalculating synergies and missing potentially serious deficiencies in a target company is high.

With so much at stake, information is power. But while plenty of focus is centered on gathering financials, reviewing contracts, picking through insurance details and more, insight into IT risk may be harder to come by. Acquiring organizations need a rapid, accurate way to assess and map all of the endpoint assets in a target company, and then work quickly post-completion to assess and manage cyber risk.

The need for visibility

M&A deal volume may have fallen 12% year on year in early 2022, but the market remains bullish, driven by cash-rich private equity firms that are sitting on trillions of dollars, according to McKinsey. Still, security and IT operations are a growing concern for those with money to spend. It’s extremely rare for both sides of a deal to have similar standards for cybersecurity, asset management and key IT policies. That disconnect can cause major problems down the road.

Due diligence is therefore a critical step; enabling acquiring firms to spot potential opportunities for cost savings and synergies, whilst also understanding how risky a purchase a company may be. It benefits both sides. If an acquirer is unable to gain assurances around risk levels, they could theoretically call a deal off, or lower the offered acquisition price. Should they press on regardless, the organization may experience significant unforeseen problems trying to merge IT systems. Or it might unwittingly take on risk that erodes deal value over time – such as an undiscovered security breach that leads to customer class action suits, regulatory fines and reputational damage. 

These concerns are far from theoretical. After the discovery of historic data breaches at Yahoo, Verizon’s purchase price of the internet pioneer was adjusted down by $350m, or around 7% of deal size, back in 2017.  Marriott International was not so lucky when it bought hotel giant Starwood. It wasn’t until September 2018, two years after the acquisition and four years after the initial security breach, that an unauthorized intrusion was finally discovered. The breach turned out to be one of the biggest to date, impacting over 380 million customers, and led to an £18.4m ($21m) fine from the UK’s data protection regulator.

Getting due diligence right

In an ideal world, CIOs would be involved in M&A activity from the very start, asking the right questions and providing counsel to the CEO and senior leadership team on whether to proceed with a target. However, the truth is that this isn’t always the case. Such is the secrecy of deal-making that negotiations are usually limited to a small handful of executives, leaving some bosses on the outside. 

The best way CIOs can rectify this is to proactively educate senior executives about the importance of information security due diligence during M&A. If they succeed in embedding a security-by-design culture at the very top of the organization, those executives should be able to ask the right questions of targeted companies, to judge their level of risk exposure early on. They may even be inclined to invite the CIO in to help.

For most organizations, however, the first critical point at which due diligence can be applied is after an acquisition has been announced. This is where the acquiring company must gather as much information as possible to better understand risk levels and opportunities for cost reduction and efficiencies. SOC 2 compliance would make things run much smoother, providing useful insight into the level of security maturity at an acquired firm. But more likely than not, the acquiring company’s CIO will need to rely on their own processes.

Visibility is everything. They need accurate, current data on every single endpoint in the corporate environment, plus granular detail on what software is running on each asset and where there are unpatched vulnerabilities and misconfigurations. That’s easier said than done, and most current tools on the market struggle to provide answers to these questions across the virtual machines, containers, cloud servers, home working laptops and office-based equipment that run the modern enterprise. Even if they are able to provide full coverage, these tools may take days or weeks to deliver results, by which time the information is out of date.

Managing post-deal risk

The second opportunity for the CIO is once contracts are signed. Now it’s time to use a unified endpoint management platform to deliver a fast, accurate risk assessment of the acquired company’s IT environment. By inventorying all hardware and software assets, they can develop a machine and license consolidation strategy, eliminating redundant or duplicated software. The same tools should also enable CIOs to distribute new applications to the acquired company, scan for unmanaged endpoints, find and remediate any problems, and enhance IT hygiene across the board.

M&A is a high-risk, high-pressure world. By prioritizing endpoint visibility and control at every stage of a deal, organizations stand the best chance of preserving business value, reducing cyber risk and optimizing ROI.

Learn more about how Tanium can help manage risk and increase business value during mergers and acquisitions.

Risk Management

Posted on Posted in Digital transformation, General topics Tagged with , , , , , , , , , ,

Following increasing numbers of cyberattacks on Western energy companies, Hydro-Québec decided to conduct a world-first “electrical containment” exercise this summer.

For four hours, the state-owned company managed to completely isolate itself from the internet without sustaining any service failure. A reassuring exercise for its customers in Québec but also for those in New Brunswick, Ontario, New England, and New York State – where it fulfills up to 15% of power needs.

Where and when did this experiment take place?

“We have to keep that a secret, but I can tell you it made me very nervous,” says Jean-François Morin, VP – Information and Communications Technologies, who oversaw the exercise from start to finish. “What kept me awake was forgetting a machine somewhere or cutting off some customers by mistake.”

This secret exercise is more than just a cybersecurity milestone: it’s part of Hydro-Québec’s plan to push its digital shift – a key component of its 2022-2026 strategic plan.

“Our meters generate one billion bits of data per day, and this number will go up very soon. We’re developing huge models to manage all this information and make it talk. But it won’t work unless our cybersecurity is foolproof.”

Ethan Cohen, Gartner VP and analyst for Utility Transformation and Innovation, doesn’t conceal his admiration for the government-owned corporation.

“There is an element of show in such an exercise, but it demonstrates a level of competence that most utilities would like to have. It shows that Hydro-Québec is not merely sustainable, but resilient,” Cohen says.

“A lot of utilities formulate grand strategies, but the issue is executing them. What matters is that the CIO actually does it.”

Transformation, phase two

For Hydro-Québec, its current digital transformation is the second phase of an energy transition plan that began in the 1970s, when the utility was able to use its large production of green hydropower to satisfy almost all residential demand, including heating. But today, the company needs to work on the government’s new requirement – electrifying all transportation by 2040.

Jean-François Morin, VP – Information and Communications Technologies, Hydro Québec

Hydro Québec

“To reach this goal, we’ll have to build an IT ecosystem that allows us to better predict and control power demand, but also to use the production capacities of residential, commercial and industrial customers,” Morin says. “There’s going to be AI everywhere – and our operators are going to become computer specialists.”

Hydro-Québec produces, moves, and distributes about 180 terawatt-hours per year – more than almost any other utility in North America. The digital transition will be on a similar scale.

“Of all viable solutions,” Morin says, “the most profitable will be the use of data. Analytics will help optimize maintenance and consumption but also automate production and decision-making, including the analysis of new infrastructure projects.”

The Université du Québec and Université de Sherbrooke computer science and finance graduate gives the example of maintenance, which costs billions every year – and currently follows “blind” procedures.

“We’re now changing parts that we don’t really have to change. By putting sensors everywhere, we’ll be able to control what’s going on, to collect histories, and intervene where it’s really needed.”

Most of the utility’s 20,000 employees’ jobs will be affected in some way by the digital shift. With the installation of smart meters, the job of meter reader has already disappeared, although Hydro Québec hired more computer technicians. Among other things, this new technology made it possible to better detect energy theft by analyzing clients’ consumption in real time and comparing it to that of neighbours.

“That was just the beginning,” Morin says. “One of my roles is to identify the jobs of the future, what we’ll need in terms of AI and IT specialists.”

“Hydro-Québec has a tradition of innovation and R&D,” Cohen says. “It’s a very entrepreneurial organization at a level you don’t see elsewhere. And they’re willing to shake up the way they do things to achieve real breakthroughs.”

Eliminating waste

The digital shift will be key for solving Hydro-Québec’s biggest problem: waste. In a way, the company is the victim of its own success: because it offers North America’s cheapest and greenest energy in massive quantities, it has created a class of ultra-dependent, hyper-hungry consumers who are devouring energy that could be put to better use – to electrify transportation and industrial processes, for example.

“There are people warming their driveway to melt the snow and heating their outdoor Jacuzzis all week long in the winter,” says Morin, who will play a key role in planning how to get customers to use power more efficiently, especially during peak hours – which are very costly.

Hydro’s residential customers currently receive no warning about the actual cost of their unbridled consumption. “We need to develop ways to better inform them of their use. Somewhat like Tesla, which is very good at telling its clients how much they saved in their journey. My dream would be for all customers to get notifications at 4 p.m. about what they’re paying for and how much they’d save by turning off their pool or water heater for a few hours.”

Such goals are not limited to data management; infrared drones, for example, could produce a stunning view of the consumption profile of the most energy-hungry customers. Pricing would also be a powerful awareness-raising tool if changes in habits are matched by real savings, says the company’s VP, who has worked his way up through the ranks since starting as an IT project manager in 1999.

The transition won’t apply only to IT processes: Morin’s office is now involved in all the company’s fundamental policy decisions. Hydro-Québec will have to meet major power needs in the next 50 years, and its management has promised to consider all possible avenues to delay the building of new hydroelectric megaprojects.

“We’re juggling a lot of new ideas, like scaling existing dams, putting in more efficient turbines, but also solar roofs, which look good, or small residential windmills that would allow customers to produce their own electricity and even power the grid at certain times.”

“Hydro-Québec may be further along in the energy transition than other utilities, but they still have to address the current need for self-production,” Cohen says. “There are many new opportunities that have to be analyzed.”

A radical, careful transition

Morin believes Hydro-Québec could move much faster in its digital shift, but he’s holding back on purpose because of cybersecurity and privacy issues. This cautious approach, according to Cohen, is not a bad thing: “There would be big advantages to moving fast but for utilities, the regulatory environment is an inescapable reality.”

A company that sells electrons is particularly susceptible to “malicious” electrons. The more sensors or home automation services it provides, the more exposed it becomes to hackers.

“We need to think ahead,” Morin says. “We could monitor consumption in every home. We could hire bigwigs in Paris and New York to work remotely. But our participation in the North American energy market requires us to comply with strict reliability rules.”

Now that he has successfully achieved the ultimate electric containment, Morin believes cybersecurity will be one of the first AI applications in grid management and control.

He also must deal with Québec’s new data privacy regulations, the most advanced in North America. Like any company that manages information about Québec’s residents, Hydro has to guarantee that these data are protected. Neglecting to do so can be very costly – up to 4% of a company’s worldwide revenue.

Legal and Regulatory Affairs must therefore validate Morin’s decisions. “Do I have the right to use such and such data for such and such application?” he asks – explaining that he had to deliberately slow down the expansion of the Hilo smart-home subsidiary because of these issues.

“We need very robust data governance to make sure we comply with the law but also to determine what data is actually useful. Even with AI, the old law of computing applies: ‘garbage in, garbage out’.”

Translation by Daniel Pérusse

Digital Transformation, IT Leadership, Utilities, Utilities Industry

Posted on Posted in Digital transformation, General topics Tagged with , , , , , , , ,

A new generation of customers has arrived, fuelled by the pandemic-induced shift to digital. They’re demanding a new generation of customer service, enabled by emerging channels such as digital messaging and chatbots, and hyper-personalised, AI-driven services.

While organisations have been forced to digitise as a result of the mass shift to remote and hybrid working, and an increasing reliance on cloud-based services, many continue to face hurdles in modernising the contact centre experience to ensure brand loyalty. These obstacles include technical debt emerging from on-premise systems and muddled business processes, frustrating data silos, and ever more complex regulations.

However, organisations that can’t meet these growing expectations for personalised experiences risk losing market share.

What is hyper-personalised customer experience?

While traditional personalisation focuses on personal and transactional information such as name, organisation, and purchase history, hyper-personalisation is more complex and takes into consideration behavioural and real-time data such as browsing habits, in-app actions, and engagement data.

Making use of this data can help organisations engage in more contextualised communication with the new generation of customers, who are increasingly reliant on fast, seamless communication that will help them get their issues solved while they juggle a number of other tasks.

This growing demand is being driven, in particular, by millennials. Making up a fifth of the population, this is the first generation that has spent their entire lives with access to technology, resulting in consumers who value accessibility and convenience over everything else.

With this in mind, it has never been more important for businesses, of all sizes, to evolve their contact centres to meet these increasingly digital demands. After all, this same generation also has more choices than ever before. Those who don’t modernise risk missing out.

Overcoming hurdles

Modernising contact centres for many businesses can seem daunting, particularly those laden with technical debt that can get in the way of a seamless customer experience.

Some organisations, for example, remain steadfastly off the cloud, making it difficult to leverage AI and machine learning capabilities, while others suffer from disorganised data architecture that can lead to incomplete or inaccessible analytics, vital for informing business strategy and enabling personalised experiences.

Leading experts discussed these challenges at a recent CIO roundtable hosted by Microsoft.

“Legacy businesses, trying to do this stuff is sometimes a different challenge to ones who are born in the cloud,” says Rob Smithson, who leads business applications for Microsoft UK.

There’s also the issue of data silos, particularly now that workers are splitting their time between their homes and the office. While personalisation requires masses of data, some businesses strand data in a silo, an isolated storage place inaccessible to the rest of the organisation. This makes it difficult to leverage data for decision making and to create a complete picture of the customer journey.

Then there is the issue of data privacy – a growing concern among consumers. The new generation of consumers value data privacy and transparency with utmost importance.  – and you only have to look at Meta’s recent data privacy lawsuit, in which the company was forced to pay $90M for its use of proprietary plug-ins to track users’ internet browsing on third-party sites – shows how serious the implications can be.

“Our interpretation of data security rules are quite severe,” said one representative from the IT sector at Microsoft’s recent CIO roundtable. “So therefore with some solutions, if data is not encrypted, we can’t use it. How do you get to this heightened level of data security both with the data at rest and in transit? It’s proving a bit of a blockage for some of our work.”

Cloud and AI

For most organisations, meeting customer expectations for hyper-personalised, secure interactions means improving the contact centre experience, both for customers and the agents who manage their concerns. It also requires a solution that will enable businesses to make holistic changes quickly with limited to no downtime and scale resources to respond to unexpected situations.

That’s where artificial intelligence comes in. Backed by the cloud, this technology is fundamental to the contact centre of the future. Not only can it help organisations use the data they collect to better understand consumer behaviour and derive predictive insights, but it also enables organisations to seamlessly improve the customer experience by delivering hyper-personalised experiences.

Of course, that’s not to say human contact centre agents will no longer be needed. For those conversations that require a softer, more emotional approach, AI technology can serve to complement and augment human agents, which means the experience is improving for your employees as well as your customers.

Ultimately, winning the trust and loyalty of today’s modern customers depends on how well businesses across every industry utilise their customer data and empower their teams to make every digital and physical engagement matter.

Download our latest e-guide: Five Keys to Future-Proofing Your Customer Service Success and discover insights on how your company can ensure the best possible customer service experience in an ever-evolving business landscape.

Microsoft, Microsoft 365