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2022 Customer Achievement Awards: 7 Heroes and Innovators

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Helping Nonprofits Have a Greater Impact on Their Mission

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Banking on Experience: How Customers Are Revolutionizing Financial Services

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Innovation Improves Community Relationships Within Policing

Pop Culture Tech podcast 2.5 explores remote work and where we all go from here. Featuring Zoom and Distribute Consulting

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Sorry, I Was On Mute!

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Digital Transformation Isn’t Just About Technology—It’s About Skills, Too

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Special Report: The Future of Manufacturing

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8 Groundbreaking Organizations Earn First-Ever VMworld Customer Excellence Awards

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Special Report: Smart City to Smart Nation

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5 Considerations for a Return-To-Office Strategy

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Building a Legacy of Customer-Centric Digital Innovation

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3 Hard Truths About Cybersecurity

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We’re proud to present seven companies with our 2022 Customer Achievement Awards at VMware Explore. This year, our awards committee looked at nominees in two categories: heroes and innovators.

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Heroes take the lead on new technologies and act for the greater good, even in the face of challenging circumstances. They include:

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Innovators use the VMware ecosystem and technology to give customers and employees greater value and benefits. They include:

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<a href="https://tanzu.vmware.com/customers/garmin">Garmin</a> is well known for GPS navigation and wearable technology. Like the customers they serve, Garmin believes “every day is an opportunity to innovate and a chance to beat yesterday.” To deliver the best customer experiences, this hero adopted the VMware Tanzu Application Platform.

With this transformative solution, toilsome tasks are automated away, and developers focus more on creating business value. Most importantly, software is released into production daily (often multiple times per day) instead of monthly.

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Massachusetts Consortium for Innovative Education, Hero for Good

Academic achievements often depend on the results of standardized tests, which can be biased and narrow-minded. Schools that receive low scores may face reduced funding or even closure. To change this, <a href="https://www.vmware.com/company/customers/index/fullpage.html?path=2022/measuring-school-quality-beyond-standardized-test-results">Massachusetts Consortium for Innovative Education Assessment</a> (MCIEA) developed a framework for a more comprehensive, accurate and equitable view of student and school performance.

With VMware Tanzu Labs, this hero built a user-friendly dashboard that visualizes the data and makes it actionable for partners. This easily accessible information better positions schools to receive the resources necessary to set up students for academic success.

<a href="https://tanzu.vmware.com/content/blog/albertsons-cloud-journey-to-better-serve-customers">Albertsons</a> weathered changing shopping habits during and after a pandemic by scaling their e-commerce offerings. The U.S. grocer bet early on VMware Tanzu Application Service (TAS) to modernize and quickly pivot.

The company scaled workloads, accelerated the software path to production and transformed the overall developer experience. The result: more engaged customers and stellar revenue growth. 

Peel Regional Police, Anywhere Workspace Innovator

As policing changes, modern police services must be more transparent, accountable and grounded in the communities they serve. So the <a href="https://www.vmware.com/company/customers/index/fullpage.html?path=2021/creating-autonomous-transparent-policing-with-cloud-first-technology">Peel Regional Police (PRP)</a> in Ontario, Canada decided to equip officers with iPhones and body-worn cameras.

With VMware Workspace ONE, PRP rolled out 2,000 iPhones to officers in less than eight weeks. In addition to in-car computers and police radios, officers now have secure smartphones in their hands when they are on bike or on foot. The body camera system, managed through Workspace ONE, improves accountability and aids in the gathering of digital evidence. Officers of this innovative police force are more present and engaged with the community, continuing to shift public perceptions.

As a customer experience company, <a href="https://www.vmware.com/company/customers/index/fullpage.html?path=2021/on-premise-data-center-migration-with-google-cloud-vmware-engine">LIQ</a> is more than familiar with the value of data and the importance of privacy. The Brazilian company must meet strict security and compliance requirements at every step of the customer journey — while fending off increasing ransomware attacks.

Using VMware Carbon Black, LIQ continually monitors, identifies and neutralizes emerging threats and suspicious behavior. In just one month, Carbon Black issued thousands of alerts, blocked more than 28,000 known instances of malware and identified 420 critical endpoint vulnerabilities. LIQ continues to innovate its approach to simple, scalable and flexible networking and security with VMware solutions.

S&P Global, Cloud Transformation Innovator

Governments and businesses rely on S&P Global’s business intelligence to make important, well-informed decisions. Fast and efficient access to accurate, reliable data is critical to the business.

This innovator transformed their data processing and storage with a multi-cloud solution from VMware. With the flexibility of the cloud, S&P Global saves millions on data center capital and operating expenditures and improves governance over its environment.

CVS Health wants to help make healthcare accessible and affordable. Apps are one way they help people conveniently navigate the U.S. healthcare system — and their personal healthcare.

To give their developers an edge, the U.S. healthcare leader shifted to a cloud-first model and adopted a cloud-native application platform. Time to deploy apps shortened from weeks to hours. Developers new to Kubernetes have a minimal learning curve. And teams work closely together, and with other lines of business, to create solutions to their collective business goals.

We thank all these heroes and innovators for their bold industry leadership and innovation! For more breaking technology news, visit the <a href="https://news.vmware.com/vmware-explore-2022-media-kit" target="_blank" rel="noreferrer noopener">VMware Explore 2022 Media Kit</a> now and follow #VMwareExplore on social media.

We’re proud to present seven companies with our 2022 Customer Achievement Awards at VMware Explore. Meet the heroes and innovators.

2022 Customer Achievement Awards at VMware Explore

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Today, every organization needs technology to manage operations and deliver services. However, due to resource constraints and systemic inequities, many social-sector organizations have not yet fully recognized (or cannot afford to embrace) the benefits of technology or the importance of <a href="https://octo.vmware.com/the-imperative-of-nonprofit-digital-transformation/">digital transformation</a>.

That’s why VMware created <a href="https://www.youtube.com/watch?v=1TZ86HEakg0">Good Gigs Projects</a> — an OCTO program that encourages co-innovation amongst VMware people and with the nonprofits of their choice. The program strengthens nonprofit tech capacity through what VMware calls “Tech Pro Bono Service Learning” (or just “Tech Pro Bono”). With this support, the Malala Fund team created more efficiencies around day-to-day operations, and they’re able to spend more time working toward their mission – a world where all girls can access 12 years of free, safe, quality education.

Nearly 130 million girls were out of school before the pandemic — and 20 million more may be out of school by the time this crisis is truly over. In addition to the pandemic, girls’ access to education continues to be disproportionately impacted by issues like conflict, racial discrimination or devastation from climate change and natural disasters. It doesn’t take much to expose the fragility of our support systems and the depths of global inequality. But <a href="https://malala.org/">Malala Fund</a> prefers to focus on the strength of girls around the world and their determination to learn, whatever obstacles life throws their way.

The international nonprofit team invests in local education activists ​​and advocates who are working to help girls across nine countries go to school. They also amplify the voices of young women fighting for chance and advocate for the policies and resources needed to help all girls learn. A quality education provides girls with the skills they need to thrive, more job opportunities and greater independence. Meanwhile, communities and workplaces benefit from greater diversity and fresh perspectives.

“We believe all girls are entitled to 12 years of free, safe, high-quality education,” explained Amanda Cosby, chief operating officer at Malala Fund. “Being able to react quickly is fundamental to dealing with the challenges these girls are facing, and technology is a driving force that makes that happen.”

Malala Fund met the Good Gigs team and VMware principal partner, Insight, in 2018. They formed an alliance that demonstrates just how much impact the right technology and a little expert guidance can have.

In a sector where time is the most valuable resource, the team worked together to give every employee more time from the moment they start work. They began by helping Malala Fund better control corporate-owned-personally-enabled (COPE) devices.

“Onboarding, offboarding and device management were slow and manual. Now we can empower staff to hit the ground running with a personalized digital workspace, single sign-on and higher levels of security from day one,” added Cosby.

The fight for equality is a battle against age-old prejudices that have no place in the modern world. But not everyone is happy about it. Keeping data secure doesn’t just protect sensitive personal details; it’s vital to protect the safety of Malala Fund staff, partners and recipients and to make sure nothing derails its mission.

As for giving back more time, it’s not just Cosby banking more minutes for the operations team. Staff can pick from a catalog of 20 relevant apps without having to remember 20 unique logins every day — a headache we can all relate to.

The Right Tools at the Right Time

With global operations, field staff in remote areas, and a turbulent global stage, agility is also a priority for Malala Fund.

“VMware Workspace ONE gives us a central console to manage devices anywhere in the world,” explained Cosby. “If a laptop is stolen, I can wipe it in seconds. And when the pandemic hit, we could make emergency funds available to scale up digital programs while classrooms were closed.”

This level of visibility wouldn’t be possible without centralized data and strong collaboration between staff and partners who run the programs. Luckily, the team already had the necessary tools to take meetings online when flights were grounded and could continue working with no downtime.

“We ask our team to be contactable at all times. Other than that, where, when and how they work is up to them. With hassle-free technology, they’re free to focus completely on what matters most: getting more girls back in the classroom,” concluded Cosby.

Nonprofit digital transformation is made possible with programs like Good Gigs. Learn how it changed Malala Fund.

With the support of Good Gigs Projects, the Malala Fund team created more efficiencies around day-to-day operations, and they’re able to spend more time working toward their mission – a world where all girls can access 12 years of free, safe, quality education.

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Nonprofit Digital Transformation: Malala Fund | VMware News & Stories

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The revolution sweeping through financial services has brought new purely digital players to the market and is driving massive change through traditional banks and other financial institutions. Across the globe, customers’ digital experience is reshaping traditional banking services and relationships, and the Asia Pacific region is leading this transformation.

Partly in response to a pandemic that closed bank branches worldwide, customers are demanding almost every service to be available digitally, and in most cases, via a mobile app. Every bank is becoming a digital bank. Markets that have had a large unbanked population have, over the last few years, leapfrogged directly into mobile banking, bypassing traditional banking.

According to <a href="https://www.mckinsey.com/industries/financial-services/our-insights/future-of-asia-the-future-of-financial-services">McKinsey’s 2021 Personal Finance Survey</a>, the share of consumers in Asia actively using digital banking has jumped to 88% this year, compared to 65% four years ago. More than 60% of Asian consumers are now open to switching to a digitally-focused “direct” bank, McKinsey reports.

And financial services companies are raising their digital game. In VMware’s own <a href="https://www.vmware.com/asean/company/news/releases/2021/Gearing_Up_for_Growth_Go_Digital_First.html">Digital Frontiers 3.0 study</a>, more than half of respondents said financial services groups in Southeast Asia had improved digital services compared to before the pandemic.

The big digital shift has helped open the door for fintech players like <a href="https://www.antgroup.com/en">Ant Group</a> in China, <a href="https://www.bankbazaar.com/">BankBazaar</a> in India and <a href="https://www.afterpay.com/">Afterpay</a> in Australia to enter the market. It’s a market where the big digital names like PayPal, Stripe and India’s Paytm have already carved out substantial businesses. Along with China’s AliPay and WeChat Pay, which have been acknowledged as global leaders in fintech scale and innovation for some time.

To keep up with the disruption, traditional banks are innovating at a rapid pace and expanding their scope beyond traditional finance and are beginning to offer services that look more like those of pure fintechs. In Singapore, DBS’ PayLah app offers anything from simple payments to food orders and purchasing of public transport fares, while Thailand’s Kbank has teamed up with Grab for its own e-wallet service offering payments and loans. Services like PayNow in Singapore and the New Payments Platform in Australia allow customers of multiple banks to make payments to each other using only mobile phone numbers. Chinese giant Ping An, which started life as a conventional insurer, has become a technological powerhouse offering services across areas as diverse as healthcare, auto services and real estate. In India, HDFC Bank offers AI-powered 10-second car loan approvals.

Customer-Driven Transformation

One of the major drivers of the success of the new fintech players is their superior customer experience and ease of use. Traditional banks are innovating faster than ever to improve customer experience.

At VMworld, several leading financial institutions shared how they are transforming to become digital-led banks. Customer experience is key, powered by a move away from legacy infrastructure to agile, cloud-based platforms to keep up with what customers want.

In my discussions with banking technology leaders, there were some key common themes among their transformation strategies that stood out:

Eyeing the democratization of finance and greater competition, regulators around the Asia Pacific region seem keen to encourage the growth of new digital financial services. In this environment, some banks are even planning to shift their core banking systems into the cloud—something that would have seemed unlikely not that long ago. More regulatory leeway is also increasing the speed of change, which is adding to the pressure on all players to keep up.

And all this is happening in an environment of greatly increased competition. As well as the new breed of fintechs, companies from other industries, such as telco, are also beginning to offer financial services to their large existing customer bases.

“We are a tech company with a banking license,” is something we now hear all the time as traditional banks embrace tech and forge partnerships to compete in this new marketplace.

We are witnessing some of the biggest changes in financial technology since banks first computerized in the middle of last century and are heading into an exciting and customer-driven new era.

Digital banking trends are reshaping traditional banking services and relationships. The Asia-Pacific region is leading this transformation.

Digital Banking Trends in Asia Pacific | VMware News & Stories

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Guru Venkatachalam

Nurturing strong community relationships has always been important to police services, for connecting and engaging with local citizens.

In its mission to foster a stronger relationship and increase public trust in its officers and support services, one Canadian police organization is using digital transformation to build community bridges.

Driving Transparent Policing Through New Digital Initiatives 

Peel Regional Police (PRP) is the third largest law municipal police organization in Canada, serving the 1.5 million citizens living in the two largest cities west of Toronto.

Recently, PRP transformed how it delivers public service, creating a more open and trusting relationship with local neighborhoods by using digital technologies to enhance public safety. 

“We wanted to demonstrate that our police officers are accountable and transparent to the community,” shared Anthony Odoardi, Deputy Chief of Innovation and Technology for Peel Regional Police.

One of PRP’s first initiatives has been equipping officers with body-worn cameras, supported by a digital evidence management system. But its successful implementation has involved more than just making sure the cameras work. Many members of the community were unsure whether to trust bodycams initially, so the project needed to drive cultural change.

“It’s not simply a matter of strapping a camera to someone’s chest and sending them out on patrol. Body-worn cameras are a sensitive subject—for officers and the community,” Odoardi said. “The project has required us to engage with stakeholders, and to do so authentically, to communicate bodycam technology’s positive impact.”

Turning the Tide on Public Perception of Police Technology

To nurture community trust, PRP had to be clear about how the footage its officers captured would be used, managed and stored, in addition to listening to public concerns about consent and data security.

“People wanted to know how we were going to use the images, where they were going to be stored, and if the cameras were always going to be on,” Odoardi explained. “They didn’t feel comfortable with cameras being used in a school setting or place of faith, for example.”

PRP took this feedback and used it to shape its digital transformation efforts: “By hearing people’s voices, we could show that we wanted to use technology to better serve them,” Odoardi said. “We’ve gone from a situation where the community was against us spending more than CND 10 million on body-worn cameras to an 80 percent approval rating.”

Peel Regional Police also influenced public opinion by demonstrating that bodycam footage would be used to enhance officer training, so PRP could respond to sensitive situations, such as mental health crises, more effectively.

“We’re changing the narrative, using bodycam footage to support scenario-based training and increase our cultural competences,” Odoardi said.

Supporting Frontline Services With a Robust Infrastructure

It wasn’t just community obstacles that PRP needed to overcome in its digital transformation strategy.

For new technology initiatives to work successfully, PRP had to manage the vast volume of data within its wider mobility strategy, including the use of officially issued smartphones to securely connect officers with policing apps.

To put a robust yet flexible infrastructure in place, Peel Regional Police began working with VMware to introduce cloud technologies, using <a href="https://www.youtube.com/watch?v=EGTUBGNxscc" target="_blank" rel="noreferrer noopener">VMware Workspace ONE</a> to unify data management and control access to system information.

Moving to a cloud-based platform was more than a security improvement for PRP. Being able to upload and retrieve data on the move has empowered officers to spend less time writing up incidents and more time focusing on public services. Recording information centrally means that PRP can use this data to connect the public with community support services where needed.

“We need to move out of a crime response model towards a social disorder management model because most of what we do in policing isn’t criminal,” Odoardi said. “That means connecting people with the right resources after the first time we respond to a call, so we don't get called again.”

Becoming Comfortable With the Uncomfortable

It’s been a year of rapid change for Peel Regional Police, but digital transformation has provided more than a new approach to managing workload. It’s changed the way officers handle incidents and strengthened their bond with members of the local community.  

And with the technology infrastructure now in place, PRP is taking its commitment to changing community relationships even further by collaborating with the Ontario Human Rights Committee.

“We are there to support people in their worst times and that means taking a human-centric lens; policing the way we ourselves would want to be treated,” Odoardi explained. “We want to make a healthier community based on safety and wellbeing, and we’ve demonstrated a willingness to be comfortable with the uncomfortable to achieve this.”

A Canadian police organization is digitally transforming to build community bridges and foster innovation within policing.

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Innovation Within Policing in Canada | VMware News & Stories

At the onset of the 2020 pandemic, an  interconnected digital web helped power #ZoomLife’s meteoric rise into pop culture legend.  In this Pop Culture Tech episode, we talk about the culture and innovation powering our new world of work.

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Not every work experience outside the office is perfect. Presenters still forget to unmute. Attendees leave mics on. Yet today’s employees are feeling pretty good about remote working.

In the recent <a></a><a href="https://vmware.com/go/virtualfloorplan" target="_blank" rel="noreferrer noopener">Virtual Floorplan: New Rules for a New Era of Work study</a>, three-quarters (75%) of employees globally agreed moving to a distributed working environment has meant their performance—and not traditional metrics like time in the office—is being valued more by their employers.

<a href="https://news.vmware.com/category/pop-culture-tech" target="_blank" rel="noreferrer noopener">Pop Culture Tech's remote work podcast</a> episode checked in with two experts to explore how businesses and workers maintain the momentum.

In the 1970s, a very small group of employees began the teleworking trend, primarily doing tasks from home. After Y2K, increasing access to mobile devices and cloud technologies catalyzed work from anywhere and the remote workforce emerged. Then came 2020 and the pandemic, accelerating the growth and acceptance of work from everywhere by decades.

Today, remote and hybrid working styles are commonplace. Employees want these flexible workstyles to continue. And this has leaders around the world strategizing about how to concurrently maximize flexibility and productivity.

“The term ‘remote work’ will cease to exist. Very soon, remote work will just be work, because it will be the majority, and it will be the standard,” said Laurel Farrer, founder and CEO of <a href="https://www.distributeconsulting.com/" target="_blank" rel="noreferrer noopener">Distribute Consulting</a>.

Historically, mid-level managers and people farther along on their career journeys objected most to remote working’s viability. The primary reasons: working away from the office was so different from co-located environments and they couldn’t imagine how it would effectively serve the business.

The pandemic eliminated all the resistance and doubt around the credibility of remote work, Farrer believes, because every manager of every business in every industry experienced remote work at the same time. “Leaders were able to experience it in their teams; to see their teams staying productive,” she said. “They now have the evidence they needed to prove the viability of remote work as an operational model.”

The pandemic also changed employees’ perception of work. It’s no longer somewhere people go.

“Work is something we do,” explained Harry Moseley, Global CIO of <a href="https://zoom.us/" target="_blank" rel="noreferrer noopener">Zoom</a>. The challenge for organizations now is “how do you bring people back to the office in a way that is inclusive, like what we’ve experienced…where we can collaborate safely.”

Zoom, the company dedicated to making video communications frictionless and secure, has ideas.

CEO Eric Yuan founded the company on five principles that drive innovation, Moseley said:

The overarching vision that Zoom is working really hard on today, is “how can we make the virtual experience as good, if not better than the in-person experience,” said Moseley.

New Zoom capabilities are a start. Smart Gallery, for example, leverages artificial intelligence to provide immersive views and more so people can continue to experience the nonverbal cues they’ve gotten to accustomed to having while working away from the office.

What the pandemic has taught leaders and employees is that “there’s now a way to do business better,” concluded Farrer. And that includes asking hard questions—about empathy, alignment and shared values—and supporting the answers with modern communications channels and technology.

Cars Get Smart

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What's the future of remote work and tech? Listen to this new Pop Culture Tech podcast featuring Zoom and Distribute Consulting.

Sorry, I Was On Mute! Pop Culture Tech Podcast 2.5

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Sorry, I Was On Mute! Listen to Pop Culture Tech's Remote Work Podcast

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Choose a trend from recent years and there is a good chance that the pandemic has accelerated it. From online shopping and video streaming, to remote working and learning, COVID-19 triggered what many call <a href="https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/the-great-acceleration">the great acceleration</a>.

This is of course true of digital transformation, which underpins many of the trends above. And it’s also true of the long cyclical move away from organizations outsourcing their IT functions.

The speed at which organizations now need to iterate their digital offerings to stay at the top of their game has accelerated well beyond what the traditional outsourced IT model can offer.

When there are opportunities or needs that demand being served in days, or even hours, engaging a vendor at arm’s length to do the work just doesn’t cut it. And as more and more functions are delivered “as-a-Service,” the expectation that services are improved and updated in real time continues to grow rapidly.

We’ve known for a long time that technology is just one part of a successful digital transformation. Having a team with the right skills and capabilities is also instrumental. Increasingly, we’re seeing organizations wanting to build those skills internally to use that tech to its potential.

This means that as organizations continue to digitally transform, they must be looking for partners who do more than implement technological solutions—they are looking for partners who can also deliver the training and knowledge they need.

The pandemic has supplied countless examples of the power of this approach.

For instance, the need to respond quickly to changing needs has driven the development and continued evolution of the Service NSW app, the main government portal for Australia’s most populous state.

The app is used by more than three-quarters of the state’s population. It powers the government’s world-class contact-tracing efforts and gives users a quick and simple way to check in to locations that they visit.

The plaudits the Service NSW team has earned for the frictionless functionality of the app demonstrate the value of having the right skills in house.

In pre-pandemic times, VMware’s Tanzu Labs team worked with the NSW Department of Customer Service to develop the Service NSW app, not for checking in to premises but to operate as digital drivers’ license. By partnering with their product managers, engineers and designers, we developed a system that their team was confident in using.

This meant that when the need for a digital solution for checking in to premises arose, Service NSW were able to quickly and effectively extend the functionality of the existing app.

This capability allows the Service NSW team to rapidly incorporate feedback from users to improve the app experience. Features such as saving the details of dependents, reminding users to check out of a venue, and even offering the latest COVID advice could all be rolled out just days after the need is identified.    

This type of responsiveness and rapid iteration simply isn’t possible with the traditional outsourced IT model.

While having the right development capabilities in-house can enable organizations to move faster, it can also help them move in entirely new directions.

For automotive giant Hyundai Motor Group, the future of cars lies in their connectivity. Already, 4 million Hyundai vehicles are connected to the cloud. By next year, it will be 10 million. Hyundai’s designated ICT company, Hyundai AutoEver, is driving this transformation and investing heavily in internalized capabilities like DevSecOps and microservices as well as the capabilities of its software engineers.

By pairing Hyundai’s engineers with our Tanzu Labs engineers, the team was able to learn about cloud-native technology in a short time and utilize test-driven development practice to deliver high-quality code to market without sacrificing any lead time—all while enhancing the developers’ experience and skillset.

This combination of new platform and application architecture, along with the skills to use them fully, has had transformative effects on Hyundai AutoEver’s application modernization.

Speaking at SpringOne, Hyundai AutoEver CEO Jung Sik Suh explained: “We reduced delivery time, which previously took more than 14 days, to less than three days by building up the automated process that enable low-risk development deployment.” Overall, he said, Hyundai AutoEver has made its speed to market eight times faster.

As the speed of innovation ramps up, so does the complexity of the processes needed to bring about that innovation. As a result, ensuring that new skills are embedded in your organization along with new technology is often no small feat.

Hiring suitably experienced developers and engineers is one approach, but with an existing skills shortage being amplified in many nations by restrictions on skilled migration, this path is only getting harder.

Another approach is ensuring your technology partners transfer their relevant knowledge to your internal IT teams. The most powerful way for this to happen is time, proximity, and a commitment to making the knowledge transfer happen.

Until the pandemic, VMware’s approach to making this happen had been to have our developers sit side by side with our client’s IT teams for weeks or months, creating and reviewing code side-by-side.

Pair programming allows the client teams to have deep experience with the implementation of the technology we supply. The depth of knowledge this creates can’t be replicated with training courses or seminars. Neither can the confidence it creates to try new things and create the innovation that so many organizations strive for.

The pandemic, as it has with many things, meant we had to shift from a face-to-face model to a remote style of interaction. But this change also opened up new possibilities for us to share knowledge by removing distance as a barrier to getting developers together.

But for best results, this shouldn’t be a purely IT-based pursuit. Where we have seen the biggest success is where organizations have had the wisdom to bring subject matter experts from the business side into the process.

By now, many businesses are comfortable with their software engineers operating on an Agile methodology. But getting the rest of the business operating that way is a more confronting process. Enabling business processes and operating models to respond as quickly as technology allows is where true transformation is sparked. After all, the best tools in the world aren’t worth much if they’re not being used.

Successful digital transformation is not just about technology. It's about the skills it takes to develop the technology as well.

Technology is just one part of a successful digital transformation. A team with the right skills and capabilities is also essential.

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Technology is just one part of a successful digital transformation. Having a team with the right skills and capabilities is also instrumental.

Economies depend on flexible, resilient manufacturing. How can technology take manufacturers further faster to a real-time connected future?

From Steady Change to Complete Disruption

The toilet paper rush of 2020 was an eye-opening reminder to consumers that manufacturers keep the world supplied.

Although varied in their specialties, manufacturers globally must continually respond to, adapt to, and accelerate change in near-real-time to meet demand. Whether they produce textile, wood, metal, chemical, petroleum, plastics, electronic, transportation, pharmaceutical, or food products.

Nearly every manufacturer for years has been undergoing some form of digital transformation to stay flexible and competitive. Among their primary goals: driving efficiency and productivity improvements spanning design and prototype development, supply chains, and factory floors—all while keeping employees safe.

But manufacturers’ slow and steady digital adoption met a test like no other when the industry was forced to respond to the global disruption caused by the COVID-19 pandemic.

Customer Stories