Digitalization and Disruption
Disruption, you could call it the revenge of digitalization. Those of us who consciously experienced the dotcom era at the turn of the century may remember how stock prices soared due to the combined promise of the digital transformation and the Internet. The Internet would create whole new business models and would rapidly change entire sectors. The corporate establishment stood by and watched. Working with a personal computer (PC) in the office, emailing instead of faxing or calling, that was one thing, a bit of business development online was another, but a whole new business model or a new strategy for the sake of the Internet? That’s just not on!
That was back then: the days of slow-modem Internet, exponentially less processing power for computers, memory chips and so on. The Internet hype came and went. Apart from a few companies, such as Google and Amazon, many of the new Internet companies failed miserably.
We now have WiFi and 5G and above all: very powerful computers that can effortlessly handle complex software, often provided with artificial intelligence. The dreams of the dotcom era are now becoming reality. Innovations involving mobile and social are the order of the day. Selling is as much done through Facebook and Google Maps as through a brick-and-mortar shop. Completely new strategies create new business models and these create changing value chains. An Internet platform like Marktplaats changed numerous sectors. We may then indeed call it disruption. The large corporations that remained almost bored on the sidelines at the turn of the century are now themselves forced to undergo a digital transformation or digital transition, as it is sometimes called.
This disruption does not end where we are now. Major themes such as climate change, the focus on sustainability, the stakeholder model, social impact and the rise of purpose-driven organizations require our brightest minds to focus on even faster digitalization, digital innovations and software solutions.
Digitalization is also causing a revolution in companies. Agile working, the agile organization, international decentralization, the rise of all kinds of robotics and robotization in general: none of this would be possible without digitalization, and especially the use of data, which is made available to whomever needs it via a cloud application.
Vincent Tuk (Eneco): ‘Data is key in this new energy world’
For energy supplier Eneco, data forms the basis for both commercial activities and the pursuit of a more sustainable transition. Chief Technology Officer Vincent Tuk and his team of six hundred employees play a crucial role in the organization’s tech-first ambitions. ‘But non-technicians need to be equally aware of the possibilities of data and artificial intelligence. Our tech team and our business team are fully integrated.’
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The first CIO in Shell's history to report directly to the CEO talks about the crucial role of digitization in the energy transition, the impact of AI, and why humility is essential for success. Robbert van Rutten: ‘The change in the reporting line recognizes that the impact of technology is undeniable and creates an opportunity to accelerate.’
Technology, with artificial intelligence in particular, is forcing organizations to rethink everything from strategy to culture, from revenue models to personnel. The digital age is not just a new phase of technological innovation and is not limited to AI; it is a fundamental transformation. Entrepreneurship also means anticipating the ethical, social, and economic impact of this transformation. What must organizations do to survive in this era? Hilde van der Baan and Gijs Linse of A&O Shearman will explore this question in the coming months.
Robbert van Rutten (Shell): ‘A more flexible and competitive IT organization’
The first CIO in Shell's history to report directly to the CEO talks about the crucial role of digitization in the energy transition, the impact of AI, and why humility is essential for success. Robbert van Rutten: ‘The change in the reporting line recognizes that the impact of technology is undeniable and creates an opportunity to accelerate.’
Entrepreneurship and survival in the digital age
Technology, with artificial intelligence in particular, is forcing organizations to rethink everything from strategy to culture, from revenue models to personnel. The digital age is not just a new phase of technological innovation and is not limited to AI; it is a fundamental transformation. Entrepreneurship also means anticipating the ethical, social, and economic impact of this transformation. What must organizations do to survive in this era? Hilde van der Baan and Gijs Linse of A&O Shearman will explore this question in the coming months.
The CIOs of NS (Dutch Railways) and ProRail rely on each other to keep the Dutch trains running. They therefore work together closely, explain Hessel Dikkers (NS) and Arjen Boersma (ProRail). ‘Of course, we could develop IT independently. But one way or another, it all connects in the end. We know that without data sharing and cooperation, no trains will run. Our reciprocal support is vital.’
Half of employees familiar with generative AI frequently use GenAI tools without the explicit employer approval. This is the conclusion of large-scale research by Deloitte, Trust in Generative AI. Currently, only a third of Dutch companies actively encourage the use of AI tools. Deloitte advises them to develop clear guidelines and policies around the use of GenAI in the workplace.
Ingrid de Swart, Chief Technology Officer and Chief Operations Officer at a.s.r., sees the role of digitization and AI increasingly expanding. Human and technological factors joining forces have many benefits, but progress must happen in an accountable way, as embracing complex technology can be hugely intimidating. ‘We carefully consider how to maximize the benefits of technology while also weighing the impact on our employees and customers.’
Arjen Boersma and Hessel Dikkers: ‘We are truly dependent on one another to keep our trains running
The CIOs of NS (Dutch Railways) and ProRail rely on each other to keep the Dutch trains running. They therefore work together closely, explain Hessel Dikkers (NS) and Arjen Boersma (ProRail). ‘Of course, we could develop IT independently. But one way or another, it all connects in the end. We know that without data sharing and cooperation, no trains will run. Our reciprocal support is vital.’
Safe use of AI in the Workplace: Guidelines are Essential
Half of employees familiar with generative AI frequently use GenAI tools without the explicit employer approval. This is the conclusion of large-scale research by Deloitte, Trust in Generative AI. Currently, only a third of Dutch companies actively encourage the use of AI tools. Deloitte advises them to develop clear guidelines and policies around the use of GenAI in the workplace.
Ingrid de Swart (a.s.r.): ‘Technology Must Be Innovative but Also Manageable’
Ingrid de Swart, Chief Technology Officer and Chief Operations Officer at a.s.r., sees the role of digitization and AI increasingly expanding. Human and technological factors joining forces have many benefits, but progress must happen in an accountable way, as embracing complex technology can be hugely intimidating. ‘We carefully consider how to maximize the benefits of technology while also weighing the impact on our employees and customers.’
Raymond van Eck (Fairphone): ‘We are done being the exception’
What do organizations need to do to survive in the digital age? This series on entrepreneurship in the digital age will explore that question in depth over the coming months. This time, we speak with Raymond van Eck, who has been CEO of Fairphone for a year and wants to scale up as a producer of sustainable and fair smartphones without compromising on core values. ‘If we want to show the industry that you can produce consumer electronics in an ethical way, we will have to prove that you can be successful doing so. That means we now have to take commercial steps to achieve some serious scale.’
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Vroukje van Oosten Slingeland (ING Group) on AI Applications in Legal
When it comes to generative artificial intelligence (GenAI), the egg of Columbus has not yet been hatched, says Vroukje van Oosten Slingeland, general counsel at ING. The future potential of AI is great, she thinks, also for lawyers: ‘However, human intervention will always be important to steer artificial intelligence in the right direction.’
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Bart Leurs (Rabobank): ‘We Implemented a Temporary AI Stop’
Data, financial and non-financial, are essential for Rabobank. Chief Innovation and Technology Officer Bart Leurs talks enthusiastically about the opportunities associated with the Artificial Intelligence era and how he is preparing the organization on this front.
Christian Tabois (Celonis): ‘Process Intelligence Brings Projects to Maturity and Value’
Masterclass AI: 'Clean Data Are the New Gold'
A Healthy Sense of Paranoia Can Only Benefit the Digitization Revolution
How to Increase Involvement During the Digital Transformation
Kevin Gamble (IKEA) on Digitalization: ‘More Time for Value-Adding Work’
Masterclass AI: ‘A Huge Impact on the Corporate World’
Vroukje van Oosten Slingeland (ING Group) on AI Applications in Legal
The changes to the pension system mean much more for pension fund administrators than a mere internal transformation process. A new type of clientele and the imminent necessity of delivering fresh data will, according to the authors, profoundly impact administrators’ information campaigns and the streamlining of their IT infrastructure.
Data, financial and non-financial, are essential for Rabobank. Chief Innovation and Technology Officer Bart Leurs talks enthusiastically about the opportunities associated with the Artificial Intelligence era and how he is preparing the organization on this front. Currently, he is doing so by investigating what interventions are needed to mitigate risks. ‘Things can after all also go horribly wrong with AI, and we saw that developers started experimenting very enthusiastically.’
Pension Fund Administrators And The Challenge Of Real-Time Data
The changes to the pension system mean much more for pension fund administrators than a mere internal transformation process. A new type of clientele and the imminent necessity of delivering fresh data will, according to the authors, profoundly impact administrators’ information campaigns and the streamlining of their IT infrastructure.
Bart Leurs (Rabobank): ‘We Implemented a Temporary AI Stop’
Data, financial and non-financial, are essential for Rabobank. Chief Innovation and Technology Officer Bart Leurs talks enthusiastically about the opportunities associated with the Artificial Intelligence era and how he is preparing the organization on this front. Currently, he is doing so by investigating what interventions are needed to mitigate risks. ‘Things can after all also go horribly wrong with AI, and we saw that developers started experimenting very enthusiastically.’
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Javier van Engelen (Signify) Sees a Broader Role for the CFO
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Investor Relations Officer, Embrace the Upcoming Data Revolution
