As more people get comfortable buying big ticket Items like cars on the internet, Volkswagen Financial Services South Africa (VWFS SA) knew it needed to simplify the entire process. CIO Wilma Crosson was in charge of making this happen.

Improving its direct sales channel demanded that they come up with a way to, first of all, cut the time it takes for customers to complete the sales process. And, in doing so, VWFS SA made it easier for customers to buy a new car without ever having to set foot inside a dealership. 

Someone looking to buy a car can either go into a dealership and talk to a finance and insurance manager who helps them though the process, from drawing up sales contracts, to arranging payment for the car and offering them additional products. That’s one process. The other more direct route now is a customer visiting the website and doing everything there. Looking at the entire customer journey—from customer awareness to payment and delivery—was just one step in the chain Crosson wanted to improve. Discussing what drove the move, she outlines that the pandemic forced most companies to look at their digital capabilities. “We knew we needed to transform digitally to stay competitive,” she says. “We wanted to improve our online applications process because we weren’t getting a lot of traffic from this channel. When we looked at it more closely, we realized our online journey wasn’t very efficient, requiring customers to spend about 30 minutes filling out paperwork.”  

Finding the right solution

VWFS SA is owned by two shareholders Volkswagen Financial Services AG (Germany) and The First Rand Group. When it started talking about improving the online application process, it was lucky it could use software developed by one of these shareholders to make the application process a lot shorter. The solution uses APIs and AI to run an affordability background check so it can quickly verify if the customer qualifies for the deal. This meant VWFS SA could reduce the number of fields customers had to complete from 250 to just 10. “We were quite lucky we could just tailor this solution to meet our specific needs,” she says.  

To do so, the brand partnered with an external service provider. “I think it’s always quite daunting trying to choose the right service provider because you have to think about how the company aligns with your organization’s culture and with your future needs. So we had to come up with quite strict criteria,” she says, and according to Crosson, companies from different types of industries, different sizes, and with different levels of experience were in the running for the project. The final decision came down to what they needed now, as well as what would be needed in the future.

The business case for outsourcing

“Because of how our company is structured, I’ve outsourced most of my business-as-usual activities to an IT service provider so I don’t have in-house developers or a huge complement of IT staff that can execute for me,” says Crosson. “But we do need to have some skills in-house that our chosen IT service provider, SovTech, then supports.” Obviously, this comes with some challenges. Being a company that outsources a lot, VWFS SA had to get very good at ensuring their SLAs were well structured and well managed. “I use the term ‘managed’ because if you don’t meet with your service providers quarterly, or in the case of certain projects, monthly, and if you don’t have the necessary KPI-driven conversations, you’re kind of dead in the water,” she says, adding this is especially important when you work with multiple providers because they also need to work together.  

While she does admit this is where most of her challenges came from, she cites an agile approach to project management as being critical to the project’s success. “I promise you, having weekly meetings, where we were all are together and could discuss progress helped a lot,” she says.

The devil is in the data

When looking back on how the project went, she admits they had a lot of data-related challenges, because it all sits with their IT service provider. “If I, as the CIO, want to enable key business objectives, like streamlining our online journey, I need to be able to run a marketing campaign, for example,” she says. “But to do this, I need to know who my customers are and which ones have actually opted in to receive marketing content. So I need that data.”

But when the data sits in an external environment, this is a big challenge because someone needs to go through a third party to access it. Plus, Crosson says that when you outsource to a third party, you run on their migration timelines and you have to fit in their schedule. If these timelines interfere or conflict with a request you make, it can delay progress, which is exactly what VWFS SA experienced and it delayed their project by about three weeks. “The lesson learned for us was we need to be more aware of our service provider’s technical roadmaps so we can plan accordingly and, where possible, work around them,” she says.

Looking at some of the learnings from this project specifically, she adds that sometimes the answers to problems are right in front of you. “Our customers are digital, our competitors are digital, our employees are digital, so it made good business sense for us to be more digital too,” she says.

Automotive Industry, CIO, Digital Transformation, IT Leadership

Creating new revenue streams, identifying untapped audiences and better engaging fans onsite and all year-round are just some of the wins iconic Australian sporting events are chalking up thanks to human-centric digital innovation.

If there’s any lesson brands should have taken from the last three years of the Covid-19 pandemic, it’s that investing in digital can deliver even more engagement – online and in-person. And with increasingly immersive technologies such as virtual reality, data-driven insight using artificial intelligence and creative video delivery coming to the fore, opportunities to unite digital with human-centred design principles to win in both physical and digital realms are growing.

The power of human-centric digital experiences is particularly apparent in the work Infosys has been doing to ensure leading sporting brands create unparalleled customer experiences. Here, we explore two stellar examples in the Australian Grand Prix and Australian Open.

Serving up digital innovations for the Australian Open

Using digital, immersive technologies and data to ensure fan engagement is even more immersive is also a long-term imperative for Infosys and Tennis Australia around the Australian Open. And this year’s event proved an unparalleled showcase of how physical and digital are coming together in innovative ways.

Among the highlights of the 2023 Australian Open were a revamped Match Centre 2.0, available on the AO website as well as mobile app for all matches throughout the tournament and providing fans with immersive insights such as Matchbeats, Stroke Summary, Rally Analysis, Courtvision and AI Commentary. A ‘win predictor’ also gave fans real-time predictions as each match progressed. Accessibility was equally in the spotlight, while an enhanced Infosys MatchBeats presented simplified game data and visualisations thanks to contrasting colour combinations that met Web Content Accessibility Guidelines 2.1 AA.

A host of AI Video Insights further powered on-court strategy and media reporting while giving fans, players and coaches unprecedented insights into every game.

In addition, an enhanced Player’s Portal with AI-generated videos democratised the level of insight available to players and coaches around game and competitor insights for post-match reviews and pre-game analysis. For example, Get into the Zone served up video montages of a player’s former winning performances, while an opponent tendency feature allowed players to view and analyse the statistical playing tendencies of their opponents.

And AI Shot of the Day also boasted of enhancements, enabling Tennis Australia’s media team to quickly analyse and post social media ready clips from the best shots of each day.

“For us, this has been a monumental and strong partnership with the Australian Open since 2019. Post each edition, our team takes a step back through an empathy led approach and assess data from all stakeholders engaging with the AO. This follows design thinking workshops to reimagine how our digital innovations can further enhance the stakeholder experience with the Happy Slam, make it more accessible, immersive and engaging. Our strength is digital whether it is AI, digital learning platforms or mixed reality and we combine it with a passion for tennis.

We’ve seen over 50 million fans engage with the digital innovations built by Infosys over the years with MatchBeats alone seeing 7.2mn views this edition, witnessed over 100 million views of footage generated by our AI driven innovations, launched physical platforms such as the virtual hub to engage 10,000+ key consumers of AO during the pandemic and are now going beyond with Infosys Springboard to nurture future leaders and Engage to leverage digital for sustainable futures. Over 11,000 fans engaged with our VR experiences which has doubled from 2022, highlighting a strong appetite for digital experiences. And being conscious of the future, our entire footprint this year onwards at AO 2023 was and will continue to be carbon neutral”, says Navin Rammohan, Vice President, Segment Head Marketing, Sponsorships and Events at Infosys.

Onsite, Infosys itself harnessed virtual reality in its fan zone activation. This allowed attendees to experience tennis in several creatively themed metaverse worlds, from a ride into hyperspace with moon tennis and battling thousands of flying tennis balls in a spaceship, to sparring with AO superstars avatars on centre court.

“Working with Infosys over the past five years has enabled us to set new benchmarks in fan engagement using digital technologies,” says Tennis Australia CEO and Australian Open Tournament Director, Craig Tiley. “This partnership has enabled us to deliver new innovative digital experiences year after year for everyone associated with the tournament. We remain committed to making the Australian Open a global standard for a digitally-enabled sport that is inspiring, engaging, inclusive and sustainable.”

Focusing on the fans of the Australian Grand Prix

Australian Grand Prix Corporation (AGPC) General Manager of Marketing and Experience, Arthur Gillion, will never forget 13 March 2020. Just two days out from the Formula 1 Australian Grand Prix sporting event in Victoria’s Albert Park Circuit, and hours before practice sessions were to begin, the event was cancelled due to Covid-19.  

“The world was watching. It was a hard moment to go through,” Gillion recalled during the recent Infosys Confluence event. “From a strategic perspective, what we had planned for the following years had to change. The way we approached brand management, from diagnosis, to strategy to tactics all flipped on its head.”

Yet even as the pandemic negatively impacted the physical race, it presented an opportunity for the AGPC to overhaul digital experience to create a more fan-fuelled approach.

“We couldn’t stop communicating or trying to provide some joy to the fans,” Gillion said. “The emphasis had to be on the digital experience. We were very innovative in that space to stay connected.”

Helping AGPC was strategic technology partner, WONGDOODY, the global human experience company of Infosys. Together, the pair reassessed AGPC’s digital ecosystem as a first step. Diving into data the organisation held about its fans to build insights that could be realised in added value and simplified, improved touchpoints was the overarching driving force.

“While AGPC had a lot of data, the team didn’t necessarily know what it was telling them,” WONGDOODY’s chief experience and design officer APAC, James Noble, explains. “The key was to work out what information was relevant, versus irrelevant, then use that to understand the different audiences and what each of those fans wants.

“Being able to convert that into a digital experience would make it easier for audiences to understand the Australian Grand Prix, lead them towards stronger engagement and in time, to purchase things like tickets.”

Focus shifted to digital content as the dominant mechanism for keeping fans connected, and to an annual timeline of engagement, rather than burst of activity surrounding the events. Owned platform articles, blog posts and a podcast series developed by AGPC took centre stage, with built-in capabilities making it easy for audiences to engage with and share content.

With the Formula 1 Australian Grand Prix website the first point of touch from a brand perspective, giving fans what they want online is critical to any human-centric approach, Noble says. WONGDOODY helped AGPC understand its digital touchpoints, understood which customer segments AGPC were trying to attract, inform, educate and engage, and transformed this into a solution. The Formula 1 Australian Grand Prix caters to diverse customer cohorts, from motor and F1 enthusiasts, to those who come for the spectacle, ‘culture vultures’ wanting to be seen; families on a day out; and corporate and sponsor delegates.

“It’s working out not only the user experience but the content strategy and experience and how that leads you through the funnel, as opposed to having people floating around with no direction,” Noble continues. “Do you want them to press that button? Or talk to that person? What is it you want to happen next?”

As AGPC began work to bring its physical event back, digital experience took on another vital role. A major achievement was improving the ticketing pathway online for the returning five-day event.

“There are lots of different permutations of tickets and it had been difficult for a consumer to understand what they’re buying,” Noble says. “We looked at the matrix of all the ticketing permutations and experiences you could have, put in a simpler interface and easier-to-use experience, and skipped all the doing it again to go straight to purchase. Just by that happening and knowing what ticket types were selling out, the AGPC team could make informed business decisions and understand where to adapt and create more of what’s popular.”

The work done as an organisation to lift digital innovation has without doubt delivered AGPC incredible growth. In 2022, almost 420,000 people came to the Formula 1 Australian Grand Prix, up from 324,100 in 2019, adding more than $170 million to the visitor economy. AGPC also saw a 154 per cent increase in digital traffic during event week and a 218 per cent increase in traffic in the months leading up to the event. It exceeded 2.6 million unique visitors to the site in 2022, a 200 per cent increase on 2019.

Importantly, the first release of Grandstand tickets for the 2023 event sold out in under 3.5 hours, testament to the seamless purchasing process. This ticketing architecture overhaul has since triggered changes to the physical environment and decision-making driving further revenue growth.

For example, pre-pandemic, the F1 event had four private lounges. In 2022, there were eight, and this year’s Formula 1 Rolex Australian Grand Prix has 14. Being in the fortunate position of having much demand and selling tickets faster enables AGPC to shift focus quickly, and use insights to innovate physical experiences.

“Because the team knows so far ahead about what kinds of tickets are being sold, there’s an opportunity to create another stand or another section. The forward planning is so much easier and it’s adding millions to sales generated,” Noble adds.


When Brad Clay became chief digital officer of GlobalFoundries in early 2021, he knew his role would be less about technology implementation and more about process change.

In 2018, the $8 billion global semiconductor manufacturer announced a pivot in its business strategy: The company would no longer develop and produce 7-nanometer and smaller chip technologies; instead GlobalFoundries would focus on producing specialized chips for high-growth markets such as automotive, 5G, and the internet of things.

“When we shifted from commodity contract wafer manufacturing to delivering more value to the device manufacturers, we faced a different set of business problems,” says Clay. “We had to align our business processes with the new strategy.”

Wholesale shift in process management

GlobalFoundries grew up from a collection of companies, each doing things differently, so processes had become siloed and fragmented, with no single person or organization accountable for an entire process. This, along with the change in business strategy, required a wholesale shift to global process management.

Clay, who is also CIO, worked with the IT team to spearhead development of a global business process owner model. “We wanted to understand and define how our processes could be interconnected and work end to end,” he says. “We had to break down the silos that naturally occur between finance, planning, and supply chain, for example. We did not start with an organizational construct; we started with a process construct.”

Once the global process model was defined, the technology team would create two common platforms, one for global processes and the other for data, but they could not put the cart before the horse.

“When you start a transformation, everyone wants a quick win,” says Clay. “We resisted that approach. We spent a year developing, defining, and visioning our new process model before we bought any software. That approach has paid huge dividends.”

Introducing a new role: Global process business owner

Clay and his senior executive peers identified eight global processes: idea to product, hire to retire, order to cash, demand to deliver, source to pay, market to contract, make to order, and record to report. They then identified people for a new role, global process business owner (GPO), which would be the linchpin to the new model.

In companies that have a relatively clear understanding of their global processes, that GPO might be a Six Sigma Black Belt with a continuous improvement lens, but this was not the case with GlobalFoundries. “Because the concept of global business processes was new to us, we needed VP-level leaders to step into the new role. We had to drive the transformation from the top down.”

Taking on a GPO role is not for the faint of heart. Clay needed the newly appointed leaders to understand the magnitude of the change they would drive. “We communicated that this was not a continuous improvement effort where the owner would make the process 5% better,” he says. “Our message was that transformation starts at 50%, and that our leaders had to have the vision and courage to sign up for that level of improvement. Anyone will sign up for 5%; it’s in the margins. But 50% is where people get nervous. That’s a very visible level of accountability.”

Once process owners were identified, they went through training so they could have a common understanding of processes, lexicon, and ways of interacting. “We even did 360-degree assessments on the leaders, because we needed the process owners to be a tight-knit group,” says Clay. “They would be accountable for driving common process through the company in a way that had never been done before.”

Under each GPO are process advisory groups that span the various departments involved in a single global process and have a stake in its improvement. Because a GPO cannot have detailed knowledge about every single piece of a process, these advisory groups are critical to making the global process owner model work.

“The advisory groups ensure that the GPO understands the user stories, and they make sure that everyone knows what is going on with the processes,” says Clay, who also reorganized IT so each GPO has a dedicated technology owner.

With the GPO model in place, Clay and his IT team could now address the challenge of implementing new software to automate the global processes. “We had primarily been using point solutions for specific requests held together by manual effort,” he says. “We had to cross ‘the gap of stranded investment’ and focus on platforms. We replaced pretty much everything — ERP, CRM, PLM, quality management — new software soup to nuts.”

GPO lessons learned

Now that Clay can see the faster decision-making and increased productivity that has resulted from the GPO model and platform architecture, he has some lessons to share.

The first: Transformation is more than software implementation. GlobalFoundries’ GPOs are aware that transformation has two elements: digital enablement and business change, which ensure that your operating model is aligned with the business strategy.

“That is why the GPO has to be a senior person,” Clay says. “The GPO aligns the processes to the corporate strategy and then makes sure that what IT is building into the platform aligns. I believe that digital transformations fail because its leaders miss that duality.”

The second lesson is that when you implement the software, minimizing customizations helps you avoid “fighting gravity.” Clay sometimes gets up in front of his colleagues and drops a rubber ball to make the point that when you choose to veer from a vanilla ERP, for example, you are trying to keep the ball in the air.

“Commercial software was built by people with expertise in business processes,” he says. “When you decide to customize the software, you are deciding about whether you are removing friction or fighting gravity. Our goal is to fight gravity only where we absolutely have to.”

Finally, Clay points to the importance of senior-level support and business engagement.  Early on in the transformation, hundreds of people across the entire global company came together to walk through each process, with each GPO standing up to address plans for their own area. “It was the global process owner explaining how processes are going to change,” he says. “It wasn’t an IT person explaining how SAP works.” That, and the fact that CEO Dr. Thomas Caulfield described the program as “business transformation enabled by IT,” were critical to the program’s success.  

“At GlobalFoundries, we manufacture semiconductor chips in four different facilities across three continents,” says Clay. “But the GPO model was a true transformation, which we had never done. And that’s the challenge of transformation. It’s always unique.”

Business Process Management, Digital Transformation

By: Gayle Levin, Senior Product Marketing Manager for Wireless at Aruba, A Hewlett Packard Enterprise Company.

If you’re like me and you’ve been reading the news lately, the economic outlook is all over the place. It’s difficult enough to prioritize IT spending and align efforts to support business initiatives without trying to predict the future economic outlook. That’s why I wasn’t surprised that a recent survey from IDC[1] showed that IT leaders are taking a measured approach: Keep budgets stable while at the same time building in flexibility should the macroeconomic environment change significantly. To help take control in these uncertain times, this blog outlines six strategies to modernize your Wi-Fi.

6 ways to drive operational efficiencies by modernizing your Wi-Fi network

Shift to cloud-based network management. Cloud-based network management increases agility and allows resource-constrained IT departments to focus on optimizing the network, not deploying, managing, or upgrading the network management system. Cloud-based network management also better aligns spend through a subscription, OpEx-driven model.

Adopt AI to better leverage existing hardware investments. 54% of organizations say that their environment is more complex that it was two years ago.[2] AIOps can help identify areas for optimization using existing hardware by combing through a tsunami of data faster than any human ever could. It is not about replacing network operators with the next incarnation of ChatGPT; it is about surfacing problems and making recommendations based on a huge data lake across all verticals and all geographies to identify best practices.

Future proof with Wi-Fi 6E. Wi-Fi 6E represents the latest generation of the Wi-Fi standard and depending on the geography, doubles or triples the amount of available capacity for Wi-Fi. This is critical because the current 2.4 GHz and 5 GHz bands are crowded. Although they include wider channels which are ideal for latency-sensitive applications like Microsoft Teams (essential in hybrid work and remote work environments), in practice there is not enough bandwidth to use the wider channels. With the extra bandwidth afforded by the 6 GHz band (up to 1200 MHz), business-critical applications can work flawlessly, higher volumes of client and IoT devices can be supported, and new use cases such as augmented reality and virtual reality can be deployed. I’ve heard from some organizations that they plan to wait for Wi-Fi 7; however, the biggest change is the historic introduction of the 6 GHz band – other enhancements pale in comparison.

Automate security enforcement. Manual processes are not only time-consuming but error prone. A unified approach to security – across wired and wireless environments, as well as large campuses, midsized branches, even remote workers – streamlines security efforts. This is critical as security and network efforts become more inextricably linked and the shortage of skilled security professions becomes more entrenched.

Eliminate manual AP surveys. Did you know that it takes approximately 10 minutes per AP to survey its location and place it on a map? This manual process also introduces errors which can limit the usability of Wi-Fi location-based services. By automating the survey process, networking teams can quickly and accurately map the APs to be used in a wide range of applications from traditional wayfinding and asset tracking to highly accurate proximity triggers – at scale. These APs are also well suited to support Wi-Fi 6E Standard Power once it gains regulatory approval as it requires a location using universal coordinates (latitude and longitude) to ensure incumbents are protected.

Start using APs as an IoT gateway. 96% of corporate networks have or will have Internet of Things devices and sensors connecting to them[3]. By leveraging the AP’s ability to support a wide range of devices that use Bluetooth (BLE), 802.15.4/Zigbee, or USB ports, IT can securely onboard IoT devices and streamline management. New protocols such as Easy Connect (also known as DPP) solve the problem: How do I securely onboard my device when I need the device to connect to the network to verify its credentials?

Learn more today:

Explore the infographic

Watch the video on Wi-Fi 6E

Learn how to do more with your network


[1]  Future Enterprise Resiliency & Spending Survey – Wave 11, IDC, December, 2022; n=840. Compared to your organization’s likely final IT spending levels for 2022, how will current disruptions affect your organization’s most likely IT spending levels for 2023?

[2] Enterprise Management Association, Network Management Megatrends 2022

[3] ibid

This blog was published on on 03/27/23.


“Who owns and oversees employee experience and the future of work at your organization” is a question I’ve been asking CIOs and IT leaders a lot of late. The ensuing conversation usually reveals a telling disconnect that CIOs should remedy for the health of their companies.

Most IT leaders pause before responding to this question. Some go on to describe hybrid work plans,  which is one aspect of the future of work, but it’s not the complete scope. To align on terminology, I share Gartner’s definition, “The future of work describes changes in how work will get done over the next decade, influenced by technological, generational, and social shifts,” and then ask them to reconsider this greater scope.

After another pause, some will say there isn’t ownership around this agenda. Others say human resources leads the future of work considerations for the enterprise, and department leaders own it for their teams. This may be so, but it isn’t a recipe for ensuring long-term organizational success.

The CIO as a key driver for the future of work

Many CIOs will say IT is involved in laying the foundation for the future of work at their organizations, but usually in a supporting role. Helping departments with automations is one area where CIOs consider IT to be a driver. Or when a department procures new technology, an implementation requires IT’s assistance, or when integration is needed. 

But taking this kind of butler approach to the organization’s future of work mission and waiting for business drivers can be shortsighted. CIOs should take more of a leadership role, especially when future of work initiatives can be a digital transformation force multiplier.

CIOs have the opportunity to improve their organization’s competitiveness, promote innovation capabilities, and catalyze culture change by driving blue-sky thinking around how technological shifts will transform employee responsibilities and experiences. Here are three technology areas CIOs should focus on.

1. Transform knowledge management with generative AI

ChatGPT and other forms of generative AI have generated a storm of consumer interest that is carrying over into the enterprise. Many marketing departments are embracing content generation, image creation, and video editing to scale their workflows, while Microsoft added ChatGPT capabilities to its office suite, and Google is adding generative AI tools across Workspace.

“Generative AI is reimagining the future of work, from the content we write to the creative we use and how we converse with each other,” says Yishay Carmiel, CEO of Meaning. “While early challenges with accuracy and credibility remain a barrier to entry, generative tech is still proving valuable for enterprises producing content and uncovering valuable information quickly and at scale.”

One area I expect generative AI to impact the future of work significantly is knowledge management and enterprise search experiences. I expect we’ll see the consumerization of search and knowledge management over the next decade, driven by generative and conversational AI capabilities. 

Today, most enterprises create, store, and search content across a breadth of tools, including CRMs, CMSes, ecommerce platforms, office suites, and collaboration tools. Employees search for content using primitive keyword search boxes instead of natural language processing and conversational AI capabilities. These capabilities are ripe for transformation, and AI search is a force multiplier when it centralizes information access, addresses tribal knowledge risks, and personalizes employee experiences. 

2. Drive self-service capabilities with no-code tech

The first no-code tools for building web applications became available over two decades ago. Today, most organizations use a mix of low-code and no-code tools to build applications, and many support citizen development performed by non-IT employees.

No-code isn’t just for developing apps, as many organizations use no-code self-service business intelligence tools such as Power BI and Tableau to enable a data-driven organization and reduce the reliance on operational spreadsheets. There are also no-code data prep, automation, and integration tools used by marketing, operations, and finance teams with staff and skills to implement technology solutions with little or no IT assistance.

CIOs should embrace no-code and citizen development as a key future of work strategy. The reality is that IT is always understaffed, and many people entering the workplace have the sufficient technical acumen to work with no-code technologies.

Empowering employees with no-code technologies can drive a culture transformation when CIOs drive the initiative and IT provides support services. Instead of IT saying “no” or having staff waiting for IT’s help, departments have technologies to drive their agendas.

What does it mean to drive self-service capabilities? CIOs should define a citizen development governance model and govern citizen data science so that no-code apps and dashboards developed today don’t become tomorrow’s technical debt. Disciplines such as identifying requirements, versioning applications, testing functionality, establishing security access roles, documenting releases, reusing capabilities, and defining standards are all important whether an app is developed with code, low-code, or no-code. 

3. Accelerate decision-making with hyperautomation and real-time analytics

If self-service business intelligence and data catalogs helped democratize data, then hyperautomation and real-time analytics will enable CIOs to accelerate smarter decision-making.

Large enterprises have transformed from batch data processing, where executives review weekly and monthly reports to more real-time analytics. In addition, CIOs have scaled beyond using robotic process automation (RPA) on tasks and workflows and now focus on hyperautomation, the integration of automation, low-code, and machine learning capabilities to enable smarter decision-making.

These technologies and capabilities are mainstream, and more small and medium-sized businesses (SMBs) can no longer afford to be laggards in driving intelligent automation.

Tom Sagi, co-founder and CEO of, says, “As the Federal Reserve continues to increase interest rates, small and medium businesses will continue to look for ways to save money this year. The future of work for SMBs will be driven by their ability to adopt new technologies like automation and real-time analytics and will be a key driver of innovation for SMBs focused on saving time and money.”

Here, opportunities include empowering the finance organization with real-time analytics capabilities or using hyperautomation to improve field operation’s resource scheduling.

But the key opportunity for CIOs is to use these technologies as building blocks by asking, “How can we reimagine workflow X by integrating automation, real-time analytics, machine learning, and low-code capabilities?”

CIOs should become drivers of the future of work, starting with blue-sky thinking, implementing radically reinvented workflows, and focusing on employee experiences.

Artificial Intelligence, Digital Transformation, Emerging Technology, Innovation, No Code and Low Code

CIOs have a significant opportunity to drive a transformation and innovation agenda in 2023. Despite the global economic outlook pointing to ongoing market disruption, inflation, and recession in many parts of the world, organisations are going to want to continue to invest in technology, and this will benefit both employees and customers.

Research in the The Human-Centered Insights To Fuel IT’s Vision 2022 report, conducted by Reach3 for Lenovo, 2024, shows that 20 per cent of the Global 2,000 CEOs will report an increased appetite for risk and improved resilience. As Deloitte research highlights, the reasons for this come down to handling disruption.

“Almost 100 per cent of responding leaders believe their organisations will face serious threats or disruptions in the next two to three years,” the Deloitte report notes. “They’re concerned about the breakneck pace at which their organisations must develop, deploy, and manage new technologies. And they’re keenly aware of technology’s potential to disrupt business models, customer behaviours, and markets.”

Delivering the technology that will assist the organisation to deliver an innovation strategy and address the challenge of disruption will not be easy. The Lenovo and Reach3 research shows that 76 per cent of CIOs are finding it a challenge to balance business innovation and operational excellence. Many IT leaders are still grappling with the shift to hybrid working environments and the massive shift in IT strategy that is required for that to be viable over the longer term.

Additionally, CIOs need to understand that in a highly disrupted global market, resilience means being flexible and able to adapt. According to a report on CIO, 72 per cent of IT leaders are frustrated by their business leader’s changing of priorities. There’s little alternative there, however. Businesses need to adapt to rapid changes in the macro environment, and this means business strategies will be under constant review.

By focusing on the experience, both for employees and customers, the CIO can lead positive disruption and innovation, while at the same time promoting stability and resilience across the organisation.

How the employee experience affects resilience

One great concern that business leaders have is the ongoing impact of the global “Great Resignation”. While there are signs overseas that the trend is easing, in Australia it may just be getting started. A recent PwC study found that 38 per cent of Australian workers are looking for a new job, and this is contrasted with 73 per cent of leaders finding it difficult to attract new talent.

Employee retention is, therefore, a critical part of organisational resilience. Businesses that have too high churn will struggle to fill critical roles, let alone be in a position to adapt to changes and disruption in the market.

The CIO can be part of the solution. Lenovo and Reach3 research shows that employees are 85 per cent more likely to stay at their job for three or more years, and are 230 per cent more engaged when they feel that their technology supports them at work. This does mean using technology to enable employee’s preferred ways of working (for example, employees want a hybrid work environment where they only spend one day in the office), and it means ensuring that they have all the software and hardware tools that they need to enjoy a seamless and flawless work experience.

Consumer demands and habits are changing

According to the CIO Technology Playbook 2023 study by Lenovo, organisations will generate as much as 43 per cent of revenue from digitally-connected products, services and customer experiences by 2027. CIOs and other IT decision makers are actively looking to leverage technology to optimise supply chains and improve asset utilisation, agility and resilience with this in mind.

To execute on the opportunity here, CIOs need to deliver an IT environment that is seamless and where uptime is guaranteed. The more an organisation relies on revenues from the digital sphere, the more expensive uptime becomes. To assist in achieving this, CIOs will want to look to consolidate vendors and find end-to-end suppliers, where interconnectedness between technologies and applications is built in and doesn’t require the IT team to finesse it.

A good example of how a CIO can deliver this is via the latest Lenovo devices, powered by Intel. For example, the ThinkPad X1 Carbon, powered by Intel vPro, An Intel Evo Design, is built for what IT needs and users want.

Additionally, CIOs will need to consider sustainability, as corporate responsibility has become a hot-button subject for consumers. According to a Lenovo study, 60 per cent of consumers prefer brands that reflect their personal values, and 80 per cent consider sustainability to be part of their value system. 60 per cent of consumers are willing to change buying habits to reduce environmental impact, meaning that IT decision leaders need to find vendor partners that can display proven sustainability credentials.

To address the organisation’s challenges across both employees and consumers, CIOs need to take a leadership role within the organisation. The opportunities are there, and the understanding of the value that IT returns to the organisation among others in the executive layer has never been clearer. CIOs have a real opportunity to drive a progressive and value-adding agenda through the next few years of disruption.


Businesses are feeling growing pressure to act on climate change from all angles. However, despite data centres and transmission networks being responsible for nearly 1 per cent of energy-related greenhouse gas emissions, a new Deloitte study reports little over half (54 per cent) of businesses have converted to energy-efficient technologies.

This number is concerning given emerging digital technologies such as blockchain, IoT, artificial intelligence, and machine learning are increasing demand for data centre services further, as workloads are no longer confined to the core data centre and can run anywhere, including the edge. Australian businesses need to transition to sustainable IT solutions to support these emerging technologies while staying in line with Australia’s new commitment to an emissions reduction target of 43 per cent and net zero emissions by 2050.

New servers form the foundation of sustainable infrastructure, offering greater performance while taking up less space and consuming less energy – driving sustainability goals while enabling industry innovation.

Sustainable IT infrastructure is no longer just a nice-to-have

In the past, businesses sought IT systems that delivered the most ROI or the highest efficiency – however, with new local and global emissions reduction targets in place, this is no longer enough. IT infrastructure must run at the smallest possible carbon footprint with minimum environmental impact to meet Environmental, Social and Governance (ESG) goals and comply with government demands for sustainable innovation.

It’s not just the public sector pushing companies to change. A Google Trends search reveals Australians and New Zealanders are 3rd and 4th most interested in sustainability worldwide, with eight out of ten Australian consumers now expecting businesses to operate sustainably. Four in ten say they’ll stop purchasing from brands that don’t. Consumers want more from companies than they have in the past – and the right IT infrastructure is essential to meeting these expectations. A recent research commissioned by Dell Technologies focused on Gen Z adults aged between 18 to 26 confirms this sentiment. Nearly two-thirds of Gen Z adults in Australia believe technology will play an important role in overcoming the biggest societal challenges, such as the climate crisis.

Transitioning to newer servers can form the basis of a modern, sustainable IT set-up, appeasing customers and keeping pace with government legislation. For example, Dell’s edge servers can operate up to 55 degrees Celsius. This allows the technology to run at warmer temperatures, meaning there’s no need to cool the room down to keep the servers operational, which is true of older server models. The result is advanced power management control and reduced power consumption, which is not just a nice to have; it’s essential.

Enabling emerging tech at the edge

The infrastructure must also support emerging technologies. This is critical in Australia to meet the continuing growth in demand for data and connectivity from industries like agriculture and healthcare that are relying on new tech to operate efficiently over vast swaths of land in remote locations. These industries are embracing emerging technologies, with data processed at the edge, to overcome ongoing supply chain issues in the unique and often harsh Australian climate and landscape.

In rural locations, latency matters, and technology must be brought closer to improve efficiency. However, the most significant opportunity for edge computing in Australia is its ability to support AI and automation, which will support and grow these industries.

For example, TPG Telecom trialed AI-enabled image processing, computer vision and edge computing technologies to enable multiple high-quality 4K video streams to count sheep at a regional livestock exchange, automating the process and removing human error.

In Australian healthcare, individuals seeking services can travel hours to receive critical care. Reports in deeply remote locations say it can take up to 14 hours to reach a fully equipped hospital. Edge computing, together with emerging tech, enables rural access to digital health services and improves operations in major regional hospitals.

Townsville University Hospital in North Queensland is leading by example, harnessing low-latency and high-input/output operations per second (IOPS) storage at the edge to deliver better regional care. The new servers support emerging technologies, including AI, to improve ward management and patient flow reporting systems in a location cut off from cloud computing services available in metropolitan cities. Staff can now perform near real-time reporting, improving efficiency and access to current information to improve outcomes in the remote and indigenous communities it services. 

Innovative solutions like these are only possible with efficient servers that can handle high bandwidth and low latency workloads close to the data source. Next-generation technology architectures must support and accelerate modern workloads and serve the industries our economy relies on, whether on-premises in data centres or at the edge in remote locations – and they need to do it while being sustainable.

Supporting sustainable innovation

Dell Technologies’ latest generation of PowerEdge servers support sustainable innovation, providing the foundation for an energy-efficient IT system while enabling emerging tech.

Designed with a focus on environmental sustainability, they’re providing customers with triple the performance over the previous generations of servers. This means more powerful and efficient technology with less floor space required. They’re built with the Dell Smart Cooling suite, which increases airflow and reduces fan power by up to 52 per cent compared to previous generations, delivering performance with less power needed to cool the server.

To further reduce the carbon footprint, the servers use up to 35 per cent recycled plastic and are designed so components can be repaired, replaced, or easily recycled. Customers can also monitor carbon emissions and better manage their sustainability targets using the Dell OpenManage Enterprise Power Manager software.

The new PowerEdge servers are built to excel in demanding tasks, from AI and analytics to massive databases, supporting modern workloads and industry innovation – even in remote Australian locations. The servers can be used as a subscription via Dell APEX. Customers can adopt a flexible approach to avoid the expense of having more computing resources than they need, which is beneficial for increasingly tight budgets and sustainability efforts, reducing unnecessary energy consumption.

With new tech, we can have our cake and eat it too  

It seems like asking for a lot; powerful infrastructure that can enable the latest advancements in tech, improve efficiency and support Australian industries operating in remote locations over large geographic areas. We’re asking tech to deliver this while meeting ESG goals and aligning with Australia’s new carbon emissions targets. But the new reality is IT infrastructure must be sustainable while maintaining high performance.

It’s not just a wish list; the tech is available. Adopting next-generation servers that can handle it all will enable Australia to meet its carbon goals while driving the innovation our industries need to thrive.

Infrastructure Management

In economic uncertainty, it’s natural for executives to explore where to reduce spending, trim the fat, so to speak, and cut enterprising investments as a matter of caution. But this thinking is also counter-productive for all the reasons that make uncertainty so predictable. We can expect that every company is going to react this way in times of uncertainty.  

In 2023, CIOs are guided to focus on enhancing workforce engagement, customer experience, and data and AI. These are identified as key areas where technology can drive business growth and increase customer satisfaction in the process. 

Yet, it’s not uncommon for executives to cut costs in areas that actually improve customer experiences and also double-down on investments that can minimize them. 

Where winning companies deviate from the norm is that they look for opportunities to attract and retain customers by making experience and service a signature competitive advantage. The key is to understand where investments can deliver returns, accelerated time to value, and success now. 

The importance of customer experience as a competitive advantage 

Customer service is overdue for its makeover, shifting its role in the organization from a cost-center to a growth engine. More so, making service something the customers enjoy and appreciate, instead of dreading the engagement. 

Think about it this way, if 94% of your customers said that the service you provide directly influences future buying decisions, would you solely focus on the 6% who are seemingly indifferent? What if nearly half said that they’d switch brands to get better service? Well, in the last year, 71% said that they had done just that.  

Research shows that almost nine-in-ten (88%) of customers say that the experience your company provides is as important as your products and services. Best-in-class, personalized customer service is more important than ever — especially when it’s in someone’s home or business. 

For those companies that invest in customer experiences and relationships, the economic upside is already there. According to Gallup research, fully engaged customers represent a 23% premium in share of wallet, profitability, revenue and relationship growth over the average customer. By increasing customer engagement, Gallup also promotes increases in customer service metrics, including: 

66% higher sales growth,  10% increase in net profit,  25% increase in customer loyalty, and  +20 percentile point increases in customer confidence.  

There’s much to be done. Only 26% of U.S. workers believe their organization delivers on the promises they make to customers. 

Field service is a sleeping giant waiting to deliver business value  

When I say the words, “field service,” what comes to mind?  

Working with service and sales leaders over the years, I can honestly say that it’s usually not “innovation” or “groundbreaking” or “growth driver.” Yet, field service is literally on the front line of the customer’s experience. And CX itself, is ranked by businesses around the world as the top priority emerging from 2020 disruption.  

Field service represents the front line of live customer service, a true human touch point. It also represents a critical, and arguably underestimated or even undervalued, customer touch point that can increase customer satisfaction, drive sales, and lead the charge for overhauling customer service as a growth engine

The time is now. 

In its State of Service report, Salesforce research learned that case volumes for 54% of service teams rose between 2021 and 2022. In response, organizations strengthened mobile workforces by increasing budgets (62%) and headcount (61%). And, the field service management market is expected to grow to an estimated $8.06 billion by 2028 as companies work to meet increasing customer demand while managing costs. 

As mobile representatives serving on a company’s front lines, field service teams have a unique opportunity to manage these expectations and grow customer relationships through interactions that drive repeat revenue.  

Field service drives revenue and cost savings 

If you think about luxury goods and retail, many employ a strategic service offering called “clienteling.” Clienteling is a personalized approach – cater to high value customers in stores. As its evolved, data, insights, mobile tech, AI help service professionals deliver real-time personalization, promote satisfaction, and increase customer lifetime value (CLV). 

In field service, mobile workers are gaining the ability to deliver clienteling-like experiences for every customer. By delivering enhanced customer experiences, field service can significantly contribute to growth. 

New Salesforce research found that 86% of decision makers at companies with field service teams believe these teams are critical to growing the business.  

Fifty-two percent of high-performing field service workers say that their company’s management views customer service as a revenue generator. Specifically, 69% of high-performing mobile workers say their organization tracks revenue generated by customer service. And 82% of strategic organizations depend on mobile workers to upsell products and services. 

With product expertise and knowledge of customer purchases, service history, and usage data in hand, field service teams can tailor recommendations to every customers’ unique needs. As a result, those mobile workers who convert meaningful engagement into upselling or cross-selling opportunities realize an average success rate of 65%. 

Field service management, powered by AI and automation, enhance productivity and employee experiences 

For 93% of mobile workers, there is a direct link between employee experience and the customer experience. After all, mobile workers are brand ambassadors, and they are the face of your company.  

Salesforce research found that 65% of field service representatives feel the weight of customer expectations, more than any other type of service worker. As such, in addition to customer experience, employee experience is also key.  

An overwhelming majority (94%) of service professionals in high-performing organizations cite productivity as a major or moderate benefit of field service management. This should serve as an important consideration as executives look for ways to cut operational costs without compromising customer satisfaction. 

To better support their field service teams, organizations are improving operational efficiency and customer satisfaction with field service management tools. Of the 96% of high-performing field service organizations that use field service management, 90% report increased agility, 55% report higher productivity, and 53% report improved job satisfaction. More so, 98% of mobile workers credit it with productivity benefits. 

Automation and AI are also further unlocking efficiency and productivity opportunities. 

Research shows that 78% of high-performing field service organizations use AI, and 83% use workflow automation.  

For example, with AI-powered tools, like thoughtfully designed chatbots, mobile workers can efficiently schedule appointments, get real-time updates, and quickly find answers to questions.  

With conversational AI, service agents can transcribe conversations in real-time, gain insights, personalize engagement, save time, and the need for customers to repeat themselves.  

Additionally, automation-enabled workflows simplify the ability for mobile workers to create new accounts, place equipment orders, schedule appointments, and automate time-consuming, mundane tasks out of their day-to-day routines.  

Added up, agents get time back to be more creative, spend time engaging customers, and cultivate customer relationships. More so, AI reduces response times and accelerates first time fix rates, enabling mobile workers to serve more customers faster while boosting customer satisfaction. 

In summary 

Research makes a compelling case for businesses to invest in the areas that can drive business growth, improve employee experiences, and foster more loyal customers. As such, field service, and customer service, are no longer cost centers, but instead strategic areas for investment, to deliver a new kind of ROI for these times, return on innovation. 

Business, CIO, Employee Experience

To reduce its carbon footprint and mitigate climate change, the National Hockey League (NHL) has turned to data and analytics to gauge the sustainability performance of the arenas where its teams play. In October, the league, with partner SAP, launched NHL Venue Metrics, a sustainability platform that teams and their venue partners can use for data collection, validation, and reporting and insights.

The new platform furthers the sustainability journey the NHL started in 2010 when it inaugurated its NHL Green initiative to promote sustainable business practices across the league. It followed that in 2014 with the first sustainability report issued by a North American professional sports league and, in 2015, a commitment to counterbalance the league’s entire carbon footprint for three consecutive seasons.

“It’s meaningful for us because the roots of our game are people playing on frozen ponds,” says Omar Mitchell, vice president of sustainable infrastructure and growth initiatives at the NHL. “We need fresh water; we need cold weather. And when it comes to arenas, when you think about it, we play in a giant refrigerator. So, we use a lot of energy, a lot of resources, to play on a frozen water sheet.”

When the NHL began its sustainability journey, Mitchell’s role did not yet exist. He joined the league in 2012 as its first sustainability director with a mandate to find ways to embed sustainable business practices across the league and its member clubs.

“The most important thing about any sustainability platform is you cannot impact what you cannot measure,” Mitchell says. “That’s consistent across whatever your functional role, whatever your industry focuses on. The only way you can really advance change is by measuring, and then from measurement, impact. Sustainability is all about continuous business improvement. Sustainability is all about innovation and business optimization. The only way for you to speak in the language of business is to have the data that help you derive those insights.”

Benchmarking best practices

Driving sustainability practices in the NHL has unique challenges given the league’s structure. The NHL consists of 32 franchises across North America (seven teams in Canada and 25 in the US), each of which is owned and operated by separate entities, most of which also own and operate a venue. Washington, DC-based Monumental Sports & Entertainment, for example, owns the NHL’s Washington Capitals, NBA’s Washington Wizards, WNBA’s Washington Mystics, and the Capital One Arena in DC. The NHL can influence and promote practices among its franchisees but cannot mandate them.

Mitchell notes that it often helps to showcase the business benefits of various initiatives in addition to their environmental benefits. For example, more than two-thirds of NHL arenas have converted to LED game lights, leading to substantial energy savings in those facilities.

“These are the lights that illuminate the ice surface,” Mitchell says. “The old technology was 1,000-watt metal halide lights.”

Mitchell notes the new LED lighting technology actually makes the ice sheet look brighter, making the surface pop.

“We’re not telling the venues, ‘You must change your lights,’” Mitchell says. “We’re showing them all of the examples and best cases for why this innovation is so important and successful, as well as the benefits from an environmental standpoint. So, the majority of all of our buildings now have LED lights.”

Mitchell says the league is thinking of NHL Venue Metrics in the same way.

“We are using our technology and our platform to write the rules of how they should be measuring their venue operations and reporting against those venue operations and providing insights into benchmarks of how they should be operating their venue,” he says.

From there, the league can gather and collate those results to spot trends, gain insight into where venues are doing better or worse, and share best practices.

“Benchmarking, analyzing, and then showcasing those best practices, that’s the power of this tool,” Mitchell adds.

IT-driven sustainability

The league released sustainability reports in 2014 and 2018. In the process, it determined that venue operations comprise about 70% of its overall carbon footprint. That finding led it to ask SAP for help creating a technology solution that would allow it to track the carbon output of venues and ultimately start moving the needle in the right direction.

NHL Venue Metrics is an end-to-end, cloud-based platform to help venues measure and analyze the carbon footprint they generate across areas such as energy, water, waste, and recycling. It consists of three main components:

Data collection: An interface platform sits between the clubs and their venue partners, allowing them to share relevant resource consumption and environmental data with the league.Data calculation and validation: A processing and verification engine enables the league to track data consistency and identify reporting errors and calculation formulas to create the league’s carbon inventory.Data reporting and insights: A visualization dashboard shows environmental, consumption, and financial metrics.

The operational data is processed using SAP HANA Cloud and visualized with SAP Analytics Cloud.

SAP is the technical lead on NHL Venue Metrics. Mitchell’s team also works closely with the NHL’s club business and analytics group for data capture and the processing of ticketing and premium concessions, for example. Mitchell’s team also works closely with the IT group to ensure the platform and its data are secure.

The league launched the NHL Venue Metrics platform in October, so it’s still in the early stages. At this point, Mitchell says the team has learned a lot about data collection.

“This is an iterative process where we’re getting constant feedback from the venues about things like units of measure and what’s important for verification of the data that’s reported,” Mitchell says.

As more data comes in, the league will be looking to identify resource consumption reduction opportunities and operational enhancements such as increasing diversion of waste from landfill to recycling. Mitchell’s hope is to glean insights from venues that are doing well, build those insights into best practices, and share them with other clubs to be adopted at their venues.

“That’s what success will look like,” he says. “That’s where we will move the needle on really embedding environmental stability across the league.”

Analytics, Green IT, SAP

No matter how reliable their sources, IT analysts’ technology adoption forecasts are fundamentally interpretive – opinions based on received data. This is particularly true when predicting deployment trends in tomorrow’s cloud market.

Predictive viewpoints from cloud service providers, meanwhile, are informed by direct interactions with client IT teams experienced in projecting their organizations’ technology needs.

“Predicting cloud requirements is now a core competency for IT strategists,” says Oscar Garcia, Global SVP of Strategy and Technology at NTT. Garcia’s role makes him well placed to cast perspective on cloud trends for 2023 – notably, upshifts in the areas of cloud verticalization, hyperscale edge computing, SaaS management and cloud sustainability.

First of these, the rise of cloud platforms pre-engineered for an industry or sector, reflects the continued adoption of multicloud in high-value organizations.

“When organizations want ‘horizontal’ clouds tailored for a business industry, reengineering is needed to prep the cloud for that industry’s requirements, such as foundational services and compliances,” Garcia explains. “This results in duplicated effort.”

Increasingly, organizations want clouds preconfigured for necessary compliances, says Garcia: “Clouds that come with sector-specific features don’t have to be set up from scratch each time, thus streamlining cloud onboarding. They save time and money, and have inbuilt continuity with a given industry’s standards.”

Hyperscale edge computing gains traction

Cloud trends are rarely attributable to one driving force. Take demand for managed hyperscale edge computing services, which Garcia tips for estimable growth.

“Across sectors, enterprises increasingly look to distribute their workloads,” Garcia reports. “This is resulting in a need for distributed compute and storage that bring instantaneous response times at the edge.”

Associated benefits include the reduction of data processed in centralized clouds. This avoids network latency and other operational overheads. It also improves data security by limiting its exposure across networks.

Edge as a Service options make it possible to implement networks, operations and edge computing that deliver real-time automation and processing,” adds Garcia. “Unified operating models simplify operations and allow IT chiefs to focus on business imperatives.”

SaaS management services demand

The number of businesses that have outsourced the management of their applications is on an upward trend that will steepen through 2023.

“The need for SaaS management is the result of enterprises moving workloads to SaaS applications and the emergence of new complexities associated with this delivery model,” Garcia says. “SaaS solutions are precisely charged for. When cost leakage due to ineffectively managed SaaS solutions is revealed, it can come as a shock.”

Another reason why more organizations are outsourcing their top-level application monitoring and management is to free-up their IT expertise to focus on tech-enabled business initiatives, Garcia adds.

Measurable cloud sustainability

A desire for improved cloud sustainability will form another 2023 trend.

“While moving to cloud might not automatically make an organization’s IT greener, cloud can create conditions that make transformation possible,” says Garcia. “This means transforming IT to be more environmentally high-performing, but also transforming business through IT, using IT to drive positive change in the organization.”

NTT works toward delivering a “sustainability budget” that quantifies sustainability in the form of values rather than direct costs.

“When we propose operational right-sizing for altering CPU usage scale-out, or projected requirements for storage, or other compute parameters, we scale the budgetary expenditure of a potential change to a sustainability impact,” Garcia explains.

IT decision-makers may not always recognize sustainability metrics presented as quantitative methodology benchmarks, but they will respond to financial indicators, adds Garcia: “They can say, ‘well, this isn’t the least costly option, but it delivers the best sustainability outcome’. They can then apply a ROI value. So, if it’s 10 percent more expensive, say, that 10 percent will be an investment in improving their organization’s sustainability posture.”

How Multicloud as a Service can help

Even the best-run cloud environments can prove complex, and multiple clouds bring multiple complexities. A Business Impact Brief from 451 Research found this complexity is driving organizations to service providers to implement effective multicloud management.

No service provider is better qualified to meet this requirement than NTT. Their multicloud solutions address those complexities from infrastructure to edge. It’s still cloud as you know it, but simplified, more connected, and delivered as a managed service.

Discover how Multicloud as a Service from NTT can enable you to get more from your strategic cloud investments.

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