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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

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

Two decades of technology-driven transformation has left many financial services firms with significant complexity and technical debt. While banking and finance organizations have aggressively moved workloads and apps to the cloud to meet changing customer needs, some remain hesitant to tackle modernization of core infrastructure and systems, fearing a disruption to the business.

In a rapidly changing environment, IT leaders can no longer put off the critical modernization decisions required to ensure secure and resilient operations, which enables rapid innovation and growth.

“There is no option for banks to ignore the increasing complexity and technical debt,” says Nick Drouet, CTO and Distinguished Engineer, Kyndryl UK and Ireland. “They need to move quickly, and at scale.”

Modernization efforts, if not planned and managed carefully, can conflict with compliance demands. With the added challenge for IT leaders in the highly regulated financial services industry is that data security and business resiliency are unassailable business objectives.

“You know you can’t get things wrong,” says Drouet. “You have to be innovative, but in a secure way. That approach applies to all industries, but it’s a heavier burden in financial services.”

Extending modernization across the business

Modernizing core banking systems, some of which still run on on-premises mainframes, is a complex operation, one that Drouet compares to an archeological expedition.  

“You need to understand which applications are talking to others, what infrastructure is supporting those applications, where data is being stored, and what condition it is in,” he explains.

A migration strategy must demonstrate an understanding of core business processes to assure that the infrastructure will remain resilient and customer interactions won’t be impacted. For many banks, the end state may be a hybrid environment, where certain workloads and applications move to the cloud to increase agility and scale and other systems and data remain under the organization’s control on-premises, for regulatory reasons. In those instances, instead of moving workloads to the cloud, organizations can move cloud-like capabilities into the data center. For example, AWS Outposts runs on customers’ premises or edge locations using the same infrastructure, APIs, and tools as the AWS public cloud.

A modernization effort is often scheduled and carried out in waves. For example, one phase might include migrating VMware environments; another would address SAP applications. Kyndryl and AWS offer migration tools and services to plan and execute these steps at scale. These include a jointly established Cloud Center of Excellence and AWS Migration Hub, Database Migration Service, and Server Migration Service.

Cloud-enabled innovation

The benefits of cloud migration extend well beyond cost optimization and scalability. The cloud gives banking organizations the ability to take core processes to the next level, to build and customize new services and monetize data.

For example, a bank can use artificial intelligence and machine learning algorithms in an AWS data lake to study the way customers use a mobile banking app, why they visit branch offices, and when they make deposits. They can use those insights to create a highly personalized, multi-channel customer experience that increases both business volume and customer satisfaction. 

IT leaders at financial services companies recognize that cloud-driven modernization and innovation require an ecosystem of strategic partners and service providers, who bring a variety of skills and expertise. Since becoming an independent customer in 2021, Kyndryl has expanded its extensive knowledge of the needs of financial services organizations across on-premises and cloud environments. As a premier tier partner with over 8,000 AWS certifications, Kyndryl’s expertise with AWS solutions places Kyndryl as a leader in managing mission-critical, complex systems on AWS.

For its part, AWS has tuned its services to provide the security and resiliency that financial firms require, under the leadership of 500 AWS Professional Services (ProServe) financial industry experts.

Cloud-driven transformation can be daunting in highly regulated industries such as financial services. Working with Kyndryl and AWS can help IT teams execute a seamless migration without disrupting the business or its customers, while delivering the agility and scale to ensure innovation and growth.

Learn more about how Kyndryl and AWS are innovating to achieve transformational business outcomes for customers.

Cloud Computing

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Toronto’s MaRS Discovery District is a renowned urban innovation hub supporting ventures and startups tackling key challenges in the health, cleantech, fintech and enterprise sectors. And André Allen, MaRS’ VP of IT, chief privacy officer and CISO, is at the center of its growth, ambition, and success.

“I’ve been with MaRS for just over a year and a half and I’m responsible for all aspects of information technology, including business systems, software engineering systems, operations, service, desk information security and privacy,” he says. “We have a fairly complex business and multiple business units within it, and I try to keep up with all the asks and requirements they bring us.”

Amassing lessons learned and experience in different industries over decades, Allen has shaped his career in his own unique way, now at the center of so much innovation and knowledge sharing at MaRS. There’s always some variance with CIOs or senior tech leaders in their individual business journeys, and skills acquired, but away from the technology itself, and its implementation or product investment, is the search for diverse and inclusive talent to build teams. Being in a leadership role, this is central to what motivates Allen in the face of ongoing tech challenges in Canada surrounding diversity, equity and inclusion, or opportunity (DEI and DEO).

“Being able to hire people globally means you need to be able to integrate them and make them happy,” he says. “We’re lucky at MaRS, and from the top, that everyone’s really bought into diversity, equity and inclusion. That’s something we’re continuing to navigate across all industries.”

CIO.com’s Lee Rennick recently spoke with Allen about opportunity, inclusion and putting in the small efforts now to effect big change in the future. Watch the full video below for more insights.

On entrepreneurism: I feel blessed to be at MaRS because there’s so much energy and innovation happening. And you see smart people around you taking small, burgeoning ideas into ongoing businesses. AI, or specifically machine learning (ML), is certainly the leading trend, be it clean tech or environmental technology, or just systems building smart new systems or smart cities. The use of AI and ML is a real catalyst for a whole new set of industries and companies, and there are some bright entrepreneurs thinking up new ways of doing things, looking through large datasets trying to find patterns and anomalies. We love being in the space we’re in. Many of our ecosystem members do great work, harnessing these datasets, so they need access to things like cloud, which has enabled some of those things.

On equal opportunity: DEO and DEI are passions of mine and I think now they’re economic realities in that the pool of people—trying to find skilled technology people or skilled knowledge workers—is shrinking. And for me, if we only hire people that looked or thought like us, that further limits the pool, and the world becomes even smaller. So the advice I give is DEI is more than just something you should do. It’s something that’s going to help your business in thinking through how you get new talent because of the pool of resources. We’re also involved with an organization called CILAR, and they have a good approach. It’s really the power of one, that’s the thinking, in that one individual can reach out to help another get forward. There may not be an immediate payback for you, but there is for that individual and for the pool of resources in total. And once these people integrate into our environment, you get the opportunities. By looking through one lens, you may not pick up the nuances for different cultures or different groups. So it’s important you bring those people in. Doing that, though, is the hard part. It has to be something you believe in and that there’s a direct benefit for your business as well as a social aspect.

On roles: Effective CIOs or leaders need to be more broad based. It can’t just be about the bits and bytes. I think that ship sailed long ago. You need to be close to the business and understand the value providing for that business. Getting involved in diverse points of view comes into play in order to look at the business and its priorities in a different light, and bring it to the table and have a voice there. I certainly think it’s a lot of hats that we juggle, but they’re necessary hats, and the technology and data managing as a discrete function of managing private security all overlaps. When I first joined MaRS, I wondered how I’m going to tackle all of these things together. Some of these functions are held discreetly, but it’s worked out quite well for us because the same things I’m looking at from a data and privacy perspective have implications for security, and how we build and support systems. So while there are multiple hats, having a supportive management team makes all the difference.

On the professional journey: I’ve been in IT for over 30 years. I started in systems operations, then moved through the infrastructure, managing local area networks, and then onto midrange systems from HP and IBM. Over that time, I purposely worked in different verticals and my belief then was as it is now: seeing a breadth of industries and different technologies helps good technology people adapt. So be it consumer packaged goods, banking or telco, I believe they all form the basis of your knowledge as you learn different things from different industries. It also helped being able to challenge what some people may view as sacred cows. Challenging that over the years has brought a broad view of different technologies. It’s important you understand the industry you’re in to service your customers. But challenging some of those holy grails does yield some interesting new outcomes.

CIO, Diversity and Inclusion, Innovation, IT Leadership, Startups

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

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

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

 Imagine being able to fly one of the world’s fastest airplanes in a digital environment. In that virtual world, you can test the plane’s viability by adding or removing environmental and man-made variables. Or simulate jet engine performance to reduce fuel consumption and wear. Planes tested in these environments are more efficient, safe and sustainable. Existing crafts are maintained proactively, and the next generation is designed for future air mobility needs.

These digital environments that mirror reality, also known as digital twins, are based on fundamental principles of modeling, physics, mathematics and computer science. They are being brought to life by computer aided engineering (CAE) enhanced by high performance computing (HPC). This new configuration has the capacity and speed to handle data-intensive simulation applications across a wide variety of industries. The result is a quantum leap in performance and capabilities.

Today’s Engineering Challenges and the Promise of Digital Simulation

While the expectation of engineers to design more (better and faster) hasn’t diminished, the industry is facing some monumental challenges. Today’s engineering workforce is more distributed than ever, which can hinder collaboration and performance among teams. Engineers are also being tasked with producing more fuel-efficient products, reducing emissions, and optimizing maintenance, repair, and overhaul windows to save on costs.

As engineering teams grow beyond capacity, digital simulation powered by HPC is helping ease the burden. Engineers can collaborate with one another and do their work in a virtual environment, improving the speed and efficiency of engineering workloads. Simulation gives engineers the power to see how their designs will behave in millions of real-world scenarios, while reducing or even eliminating the need for costly physical testing. Ultimately helping engineers improve the safety, sustainability, and performance of products.

Engineers at United Kingdom’s McLaren Group are using simulation and prototyping to design faster, more aerodynamic vehicles. The engineering team conducts simulations powered by HPC based on as many as 100,000 data points per second coming from Formula 1 race cars as they’re moving at up to 200 miles per hour. The McLaren engineers build 3D digital twins and 3D printing models for continuous rapid prototyping and to generate analytics to improve car performance in subsequent races. The results of these efforts lead to rapid prototyping and testing of components. 

HPC for Power Plant Design

Simulation was the answer for California-based engineering company RJM International, a provider of emissions reduction and combustion improvement technologies, that serves large combustion plants like refineries and steelworks. The company runs operational analyses and simulations involving a series of computational fluid dynamics (CFD) on a HPC cluster with the goal of helping plants run more efficiently and limit emissions through adoption of co-firing, biomass fuels, or next generation energy pellets.

Engineers at RJM International use audits and detailed data sets to build accurate models of power plant performance. The team uses Ansys simulation software integrated with HPC infrastructure from Dell. This solution allows engineers to use CFD data to devise, test, and prove new solutions prior to their installation. It’s also modular, so the engineers can easily deploy a system optimized for the compute, storage, networking, and software requires of their specific HPC workloads.  

Simulations that took a week are now completed in a day ― using 86% less compute time than the company’s previous computing infrastructure. The cluster also enables RJM to run a variety of large, sophisticated computations to solve other complex engineering challenges.  Engineers can quickly and cost-effectively validate product integrity prior to prototyping by modelling behavior across real-world variables.

Simplify and Accelerate HPC

Retooling an IT environment for high performance engineering workloads can be streamlined by engineering validated architectural designs which include servers, storage, networking, software and services in customizable configurations. They’re designed to help simplify and speed the configuration of HPC clusters whose design has already been tested and tuned for CAE. 

As teams continue to work remotely and CAE software advances in sophistication, engineers are leading the way in the adoption of advanced computing technologies to overcome new challenges. HPC is not one-size-fits-all. The right solution configuration depends on a specific mix of applications and types of simulations, with a variety of options to consider. But once past those hurdles, HPC is playing a major role in advancing the use of simulation in engineering, speeding time-to-market and contributing to the design of innovative and higher-quality products.

For more information about how to leverage engineering simulation tools powered by HPC, click here.

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High-Performance Computing

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With more than 30,000 employees spread across more than 60 affiliate locations and 14 manufacturing sites around the world, pharmaceutical company Eli Lilly operates at a truly global scale. Operating at that scale comes with issues, not the least of which is sharing accurate and timely information internally and externally.

“From internal training materials to formal, technical communications to regulatory agencies, Lilly is translating information often,” says Timothy F. Coleman, vice president and information officer for information and digital solutions at Eli Lilly and Co.

For years, Lilly relied on third-party human translation providers for the bulk of its translation needs. Although public web translation services are available, confidentiality requirements meant those services did not meet Lilly’s standards for information security. Even with a footprint of more than 400 translation vendors, the process was slow.

“Lilly engages with costly third-party human-translation providers across the organization to provide verified and reliable translations,” Coleman says. “Depending on the requirements, the planning, translation, and verification of these engagements can take weeks to complete.”

Coleman adds that many bilingual Lilly employees were also being tapped to provide translations in addition to their current scope of work.

To address these challenges, the pharmaceutical firm developed Lilly Translate, a home-grown IT solution that uses natural language processing (NLP) and deep learning to generate content translation via a validated API layer, Coleman says.

“This innovative application of natural language technology enables Lilly to achieve greater efficiency gains, significant cost reduction, higher quality content, and lead the way for future tech innovations using natural language technology to achieve enterprise value at scale,” he says.

Passion project pays off

Coleman says Lilly Translate started as a passion project by a curious software engineer who had an idea for addressing a pain point of the Lilly Regulatory Affairs system portfolio: Business partners continually experienced delays and friction in translation services.

“That married up well with an opportunity to explore and learn emerging technologies,” he says. “It became a great opportunity that a Lilly software engineer picked up and ran with, initially as a great learning opportunity.”

After sharing the idea and technical vision with peers and managers, the project immediately garnered support from leadership at Eli Lilly Global Regulatory Affairs International, who advocated for investment in the tool. Coleman’s team worked closely with Regulatory Affairs to identify requirements around document types, languages, and so on.

The Lilly Translate API and UI are delivered via a serverless tech stack built on Node.js, Python, .NET, and Docker. It can be accessed via mobile devices, web browsers, and programmatically through the secure API.

The service, which earned Eli Lilly a CIO 100 Award in IT Excellence, provides real-time translation of Word, Excel, PowerPoint, and text for users and systems, keeping document format in place. Deep learning language models trained with life sciences and Lilly content help improve translation accuracy, and Lilly is creating refined language models that recognize Lilly-specific terminology and industry-specific technical language, while maintaining the formatting requirements of regulated documentation.

“The product was developed via a DevSecOps agile framework,” Coleman says. “Initially, we did not have a dedicated Scrum master and product owner, but later we were able to adjust that. The increased focus helped us accelerate our delivery efforts.”

The project took about a year to get to MVP, with several iterations and pilots needed to achieve the level of translation quality needed to meet business expectations.

“The level of quality of the translation output was an initial challenge we faced where the team had to work through various services to figure out how to improve the overall general level of quality,” Coleman says. “Once improved, we had to work diligently to ramp up our [organizational change management] efforts to gain confidence in the tool.”

With the tool fully deployed, a process that required the creation of work orders and days or weeks to complete now takes just a few seconds or minutes. The automation has also led to a big cost savings.

“In surveys distributed across the company there is consistent feedback that Lilly Translate is saving time across multiple business processes as well as getting answers to questions faster,” Coleman says. “Lilly Translate touches every area of the company from HR to Corporate Audit Services, to Ethics and Compliance Hotlines, Finance, Sales and Marketing, Regulatory Affairs, and many others. The time savings is extensive. Translations are now taking seconds instead of weeks, providing key resources time to focus on other business-critical activities.” 

CIO 100, Natural Language Processing