Hot off the press: POINT OF NO RETURN: TURNING DATA INTO VALUE

INAUGURAL EDITION
of the
JOURNAL OF AI, ROBOTICS and WORKPLACE AUTOMATION

It was indeed a great pleasure contributing in co-authorship Dr. Johannes Winter & Jochen Werne to the Henry Stewart Publications and we are pleased to present the article:

POINT OF NO RETURN:
TURNING DATA INTO VALUE

The Cambridge Dictionary defines the point of no return as the stage at which it is no longer possible to stop what you are doing, and when its effects cannot now be avoided or prevented. Exponential advances in technology have led to a global race for dominance in politically, militarily and economically strategic technologies such as 5G, artificial intelligence (AI) and digital platforms. A reversal of this status quo is hardly conceivable. Based on this assumption, this paper looks to the future, adding the lessons of recent years — the years when the point of no return was passed. In addition, the paper uses practical examples from different industries to show how digital transformation can be successfully undergone and provides six key questions that every company should ask itself in the digital age.

The article includes key learnings and/or best practise examples from e.g.
acatech – Deutsche Akademie der Technikwissenschaften
Plattform Lernende Systeme – Germany’s AI Platform
Prosegur
Tesla
Waymo
Google
Amazon
relayr
Ada Health
Fiege Logistik
Westphalia DataLab
Satya Nadella
Microsoft
TikTok
Facebook

INTERVIEW. After the lockdown: gastronomy and retail will reopen with more efficient processes

Interview with Jochen Werne, CDO/CVO Prosegur Germany, on more efficient processes after the lockdown

In his expert interview, Jochen Werne sheds light on central aspects from the perspective of gastronomy and retail for more efficient processes after the lockdown.

Read original interview by Prosegur Germany: LINK HERE. Translation by DeepL.com

Mr Werne, what are your personal observations regarding the economy and society after a year of crisis?

Of course, every crisis first of all brings suffering and a pandemic naturally brings suffering for the individual and his or her relatives when the fate of the disease triggered by the virus befalls him or her. Everything else is like a chain reaction. Starting with the state, which has the sovereign task of protecting its citizens and, in the case of a pandemic, also enforces this by shutting down social life. This, in turn, results in drastic losses of income for closed companies while costs continue. If liquidity is insufficient, this then leads to insolvencies, job losses and, in the worst case, an economic crisis. Historically, however, every crisis – and this one is no exception – has also led to the economy becoming more efficient and technological trends experiencing an acceleration.

At the moment – in this situation that is so difficult for many – I observe an incredible and inspiring creativity. It starts with small and medium-sized enterprises, which are trying to adapt agilely to what feels like a new situation every day, to improve, to optimise costs and to position themselves optimally for the time after the crisis. This gives us hope for the time after the crisis and it is a great motivation to be able to contribute with a fantastic team.

Every crisis demands a certain resilience from companies. The National Academy of Science and Engineering (acatech) presented an impulse paper entitled “Resilient Pioneers” at the German government’s digital summit in November. In it, Prosegur with its digital smart cash solution is named as a best practice example for a future-oriented and cost-optimised cash management for retail and gastronomy. How does Prosegur Smart Cash work?

Link to the acatech-paper


With Prosegur Smart Cash, restaurateurs, retailers or wholesalers can insert cash directly into the Smart Cash device for safekeeping. The special feature – in contrast to a simple safe – is that once inserted, the device automatically takes over the daily counting and accounting of the cash. The time and thus cost savings in our customers’ internal processes are sometimes considerable. The device has a communication protocol that allows the value of the collection to be transferred to the client’s bank account within 24 hours. Once the money is in the device, the responsibility and management lies with Prosegur Cash’s specialised team, which is responsible for transporting and holding the money to the bank branch. This also eliminates the sometimes daily and not harmless trip to the bank branch.

What are the advantages of Prosegur Smart Cash?

In summary, it saves our customers time and money and creates more transparency and security. Prosegur Smart Cash customers can store their cash quickly and securely, reducing unknown losses. Prosegur Smart Cash enables time savings by automating the counting process and in the daily settlement of cash. In addition, thanks to Prosegur Smart Cash, the customer does not have to go to the bank to deposit the cash, as Prosegur provides security in managing and handing over all the cash to the bank, which avoids dangerous situations for the customer and helps them save time so they can devote themselves fully to their business. In addition, a Smart Cash solution reduces the frequent and expensive phenomenon of the so-called “unknown loss”.

What is “unknown loss”?

This is the loss of inventory or other business resources due to a variety of factors, such as internal and external theft, administrative failure, fraud or cash flow errors. This situation is often a key problem for restaurateurs and retailers.

What do you observe, in terms of their customers and how they prepare for the time after the lockdown?

There is an unbelievable longing to finally be able to get in touch with their customers again, to be able to passionately offer them their own services again. Many small and medium-sized companies, not to mention the big ones, have invested massively in hygiene concepts and tried to use the time to optimise their own processes in terms of costs.

We ourselves have never had so many consultations regarding smart cash solutions as we do today. This has increased even more after clear statements and studies by the World Health Organisation (WHO) and the Bundesbank pointed out that the hygienic cleanliness of cash is at least equal to that of card payments and that the risk of infection in relation to our daily payment methods is minimal in both cases.

Interestingly enough, we have also noticed a high demand for efficiency lifting among companies with small cash volumes and have used the time to be the first company in Germany to develop a corresponding very cost-effective digital solution for this group as well. A crisis always forces everyone to become more efficient and, in my opinion, there is nothing better than doing this together. This is the only way to emerge stronger from a crisis.

Book recommendation: Robo-Advisory: Investing in the Digital Age

Edited by Prof. Dr. Peter Scholz; published by Palgrave Studies in Financial Services Technologies. Buy a copy here

Congratulations to Peter Scholz for publishing this excellent book on new technological investment methods. It was an honour for me to write the foreword and I wish every reader enriching insights into this new field of investing in the digital age.

Jochen Werne
Prof. Dr. Peter Scholz

This book is the first to provide comprehensive answers to these questions in a fundamental, decisive, detailed and nuanced way. It clarifies the basics, the technology and the tactics behind those clever, financial machines, gives insights into their previous track record to date and much more. Looking ahead, it provides a preview of what is and may be yet to come. As a matter of fact, so far only a relatively small percentage of the global investment community have more or less relied on robo-advisors, depending on their respective culture. It is also a fact that we are only at the beginning of development. We have all borne witness to how exponentially fast things can move forward. One such example is the evolution of smartphones—which by the way have been around for just a little longer than robo-advisors.

THE 50 MOST INFLUENTIAL GERMANS ON THE TECH SCENE

The Tyto Tech 500 Power List is an objective, data-based survey of various technology sectors in Germany, France and the UK. The study is the first of its kind to measure who has what influence in the tech sector on the basis of various key figures from the online and offline world.

It is a special pleasure to be ranked #35 (Jochen Werne / Prosegur) in the just published Top50-List 2020 of the most influential Germans

DIE 50 EINFLUSSREICHSTEN DEUTSCHEN DER TECH-SZENE

Die Tyto Tech 500 Power List ist eine objektive, datengestützte Untersuchung verschiedener Technologie-Bereiche in Deutschland, Frankreich und dem Vereinigten Königreich. Die Studie ist die erste ihrer Art, die auf Basis verschiedenster Kennzahlen aus der Online- und Offline-Welt misst, wer welchen Einfluss im Tech-Bereich hat.

Es ist eine besondere Freude in der soeben veröffentlichten Top50-Liste 2020 der einflussreichsten Deutschen den Rang #35 (Jochen Werne / Prosegur) zu belegen und dies neben Persönlichkeiten wie (nach Ranking):
Sascha Dolling, Jens Pöppelmann, Oliver von Wersch, Sven Bornemann, Sven Stuehmeier, Carol Starr, Bastian Krüger, Norman Wagner, Miriam Thome, Maike Abel, Nico Winkelhaus, Naren Shaam, Robert Jacobi, Ramin Niroumand, Claudia Kemfert, Mallikarjun Rao, Matthias Reinwarth, Ben Shaw, Tessa Niemann, Maren Wulf, Miriam Wohlfarth, Karin Libowitzky, Afseneh Afsaei, Dr. Oliver Vesper, Tim Sievers, Milos Rusic, Felix Falk, Markus Forster, Martin Schmid, Alen Nazarian, Hartmut Giesen, Peter Altmaier, Murat Vurucu, Chris Bartz, Eduard Singer, Alexander Schott, Ritavan ~, Joachim Hensch, Tim Höttges, Dr. Jan Kemper, Andreas Schierenbeck, Hans-Dieter Kettwig, Jost Backhaus, Jens Spahn, Paul Gauselmann und Frank Puscher

Whitepaper: Introduction of AI systems in companies

Design approaches for change management

About this whitepaper
This paper was prepared by the Work/Qualification, Human-Machine Interaction working group of the Learning Systems Platform. As one of a total of seven working groups, it examines the potentials and challenges arising from the use of artificial intelligence in the world of work and life. The focus is on questions of transformation and the development of humane working conditions. In addition, it focuses on the requirements and options for qualification and lifelong learning as well as starting points for the design of human-machine interaction and the division of labour between man and technology.

Original published in German. Translation made by Deepl.com

Authors:
Prof. Dr.-Ing. Sascha Stowasser, Institut für angewandte Arbeitswissenschaft (ifaa) (Projektleitung)
Oliver Suchy, Deutscher Gewerkschaftsbund (DGB) (Projektleitung)
Dr. Norbert Huchler, Institut für Sozialwissenschaftliche Forschung e. V. (ISF-München) Dr. Nadine Müller, Vereinte Dienstleistungsgewerkschaft (ver.di)
Dr.-Ing. Matthias Peissner, Fraunhofer-Institut für Arbeitswirtschaft und Organisation (IAO) Andrea Stich, Infineon Technologies AG
Dr. Hans-Jörg Vögel, BMW Group
Jochen Werne, Prosegur Cash Services Germany GmbH
Authors with guest status:
Timo Henkelmann, Elabo GmbH
Dr.-Ing. habil. Dipl.-Tech. Math. Thorsten Schindler, ABB AG Corporate Research Center Germany
Maike Scholz, Deutsche Telekom AG
Coordination:
Sebastian Terstegen, Institut für angewandte Arbeitswissenschaft (ifaa) / Dr. Andreas Heindl, Geschäftsstelle der Plattform Lernende Systeme / Alexander Mihatsch, Geschäftsstelle der Plattform Lernende Systeme

The introduction of artificial intelligence (AI) in companies offers opportunities and potential both for employees, for example in the form of relief through AI systems, and for companies, for example in the form of improvements in work processes or the implementation of new business models. At the same time, the challenges in the use of AI systems must – and can – be addressed and possible negative accompanying implications dealt with. The change in the companies can only be mastered together. All in all, it is a matter of shaping a new relationship between people and technology, in which people and AI systems work together productively and the respective strengths are emphasised.
Change management is a decisive factor for the successful introduction of AI systems as well as the human-centred design of AI deployment in companies. Good change management promotes the acceptance of AI systems among employees, so that the potential of new technologies can be used jointly for all those involved, further innovation steps can be facilitated and both employees and their representatives can be made the shapers of technological change.


The participation of employees and their representatives makes a significant contribution to the best possible design of AI systems and the interface between man and machine – especially in terms of efficient, productive work organisation that promotes health and learning. Early and process-oriented participation of employees and co-determination representatives is therefore an important component for the human-centred design and acceptance of AI systems in companies.


The introduction of artificial intelligence has some special features which also have an impact on change management as well as on the participation of employees including the processes of co-determination in the company. The authors of the working group Work/Qualification, Human-Machine-Interaction pursue with this white paper the goal to sensitize for the requirements of change management in Artificial Intelligence and to give orientation for the practical implementation of the introduction of AI systems in the different phases of the change process:


Phase 1 – Objectives and impact assessment: In the change processes for the introduction of AI systems, the objective and purpose of the applications should be defined from the outset with the employees and their representatives and information on the functioning of the AI system should be provided. On this basis, the potential of the AI systems and the possible consequences for the company, the organisation and the employees can then be assessed. A decisive factor for the success of a change process is the involvement of the employees and the mobilisation for the use of new technologies (chapter 2.1).


Phase 2 – Planning and design: In a second step, the design of the AI systems themselves is the main focus. This is primarily concerned with the design of the interface between man and AI system along criteria for the humane and productive implementation of man-machine interaction in the working environment. Of particular importance here are questions of transparency and explainability, of the processing and use of data and of analysis possibilities by AI systems (including employee analysis) as well as the creation of stress profiles and the consideration of employment development (Chapter 2.2).


Phase 3 – Preparation and implementation: The AI systems must also be integrated in a suitable way into existing or new work processes and possibly changed organisational structures. This means preparing employees for new tasks at an early stage and initiating the necessary qualification measures. It is also important to design new task and activity profiles for employees and to adapt the work organisation to a changed relationship between man and machine. A helpful instrument in the introduction of AI systems are pilot projects and expert phases in which experience can be gathered before a comprehensive introduction and possible need for adaptation with regard to AI systems, qualification requirements or work organisation can be identified (Chapter 2.3).


Phase 4 – Evaluation and adaptation: After the introduction of the AI systems, a continuous review and evaluation of the AI deployment should take place in order to ensure possible adaptations with regard to the design of the applications, the organisation of work or the further qualification of the employees. In addition, the regular evaluation of AI deployment can make use of the experience of the employees and initiate further innovation processes – both with regard to the further improvement of (work) processes and with regard to new products and business models – together with the employees as designers of change (Chapter 2.4).


These practice-oriented requirements are aimed at all stakeholders involved in change processes and are intended to provide orientation for the successful introduction of AI systems in companies. In addition, these requirements should also inspire the further development of existing regulations – for example in legislation, social partnership or standardisation – and thus enable an employment-oriented, flexible, self-determined and autonomous work with AI systems and promote the acceptance of AI systems.

Handelsblatt Webinar – Managing Corona

Handelsblatt Managing Corona Webinar
YOU CAN‘T GO AGAINST THE SEA
mit Jochen Werne

Fr. 3 April – 16.30

Register for free at https://veranstaltungen.handelsblatt.com/managing-corona/content-piece/you-cant-go-against-the-sea/

Heading to the sea –
Planung trifft Realität
What to do when the storm hit you –
Vom Lock-down zum Lock-On
Finding new routes
Die neue Realität in einer Welt beschleunigter Transformation

PANEL: Can we drive revenue whilst creating a positive social impact?

Those who put the customer at the heart of their data strategy, will be those who come out on top. With the increasing focus on customer experience, engagement and targeting, how can we continue to commercialise data and drive revenue with the customer in mind? And if we take a step back, are we truly making a positive social impact with our data?

Looking forward discussing about the question, if we can drive revenue whilst creating positive social impact at the Big Data & AI World in London

Euroforum Keynote Essence

Keynote take-away at the EUROFORUM Deutschland GmbH   #HAFTPFLICHT20 Conference: 

“Transformation is the new normal case in times of exponential technology steps and artificial intelligence” 

Jochen Werne

https://lnkd.in/dyGTH7W

„All things are ready, if our minds be so.“ Shakespeare and the 3rd ICT International Payment Summit

It was greatly stimulating discussing innovation and the impacts of modern technology on our business and society with international experts from South America, Europe and Asia at the 3rd Annual International Payment Summit, organised by ICT. All in the context of Coined Liberty 2.0

Find highlights here

Natalie Turner & Jochen Werne discussing business transformation at the TechWeek Frankfurt

Natalie Turner, Host of disruptive LIVE and Jochen Werne, CDO/CVO of Prosegur Cash Services, Germany in a lively discussion about the different aspects of change in companies and society. The interview touches aspects of fear and consciousness by giving examples reaching from Shakespeare to the Age of Enlightenment and our modern times of exponential technologies and artificial intelligence.

Find the full interview on DisruptiveLIVE, HERE