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Ecosystm Insights - Page 19 of 82 - A new age Technology Research platform to help you access latest market insights,expert opinions and research data
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eBook – SASE Empowering the Distributed Enterprise

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How can you build your network and form security strategies to become highly distributed,cloud native, and converged in the Hyperconnected era.

This eBook covers the challenges identified by modern, hyperconnected enterprises and how SASE could play a crucial role in addressing challenges for the cloud native, globally distributed enterprises.

Download our eBook titled “SASE Empowering the Distributed Enterprise”

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(Clicking on this link will take you to the TATA Communications website where you can download the eBook)

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Eyes-on-COP28-Shaping-the-Direction-of-Global-Climate-Policy
Eyes on COP28: Shaping the Direction of Global Climate Policy

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Climate summits have attempted to reach a consensus and firm international agreements on emission reduction strategies. However, countries continue to lag behind in the climate promises – many do not back their ambitious targets with real, measurable steps. 

With the UN Climate Change Conference (COP28) on the horizon, the world’s attention is fixed on how the conference can operationalise climate outcomes. 

Read on to find out about the pivotal discussions and potential breakthroughs that COP28 holds in the global fight against environmental change.

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Embedding Sustainability in Corporate Strategy and Operations​

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In our previous Ecosystm Insights, Ecosystm Principal Advisor, Gerald Mackenzie, highlighted the key drivers for boosting ESG maturity and the need to transition from standalone ESG projects to integrating ESG goals into organisational strategy and operations. ​

This shift can be difficult, requiring an alignment of ESG objectives with broader strategic aims and using organisational capabilities effectively. The solution involves prioritising essential goals, knitting them into overall business strategy, quantifying success metrics, and establishing incentives and governance for effective execution.​

The benefits are proven and significant. Stronger Customer and Employee Value Propositions, better bottom line, improved risk profile, and more attractive enterprise valuations for investors and lenders.​

According to Gerald, here are 5 things to keep in mind when starting on an ESG journey. 

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Putting-Customers-at-the-Heart-of-Sustainability-A-New-Path-for-ESG-Strategy
Putting Customers at the Heart of Sustainability: A New Path for ESG Strategy

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In an era marked by heightened global awareness of environmental, social, and governance (ESG) issues, organisations find themselves at a crossroad where profitability converges with responsibility. The imperative to take resolute action on ESG fronts is underscored by a compelling array of statistics and evidence that highlight the profound impact of these considerations on long-term success.  

A 2020 McKinsey report revealed that executives and investors value companies with robust ESG performance around 10% higher in valuations than laggards. Equally pivotal, workplace diversity is now recognised as a strategic advantage; a study in the Harvard Business Review finds that companies with above-average total diversity had both 19% higher innovation revenues and 9% higher EBIT margins, on average. Against this backdrop, organisations must recognise that embracing ESG principles is not merely an ethical gesture but a strategic imperative that safeguards resilience, reputation, and enduring financial prosperity. 

The data from the ongoing Ecosystm State of ESG Adoption study was used to evaluate the status and maturity of organisations’ ESG strategy and implementation progress. A diverse representation across industries such as Financial Services, Manufacturing, and Retail & eCommerce, as well as from roles across the organisation has helped us with insights and an understanding of where organisations stand in terms of the maturity of their ESG strategy and implementation efforts.  

A Tailored Approach to Improve ESG Maturity 

Ecosystm assists clients in driving greater impact through their ESG adoption. Our tools evaluate an organisation’s aspirations and roadmaps using a maturity model, along with a series of practical drivers that enhance ESG response maturity. The maturity of an organisation’s approach on ESG tends to progress from a reactive, or risk/compliance-based focus, to a customer, or opportunity driven approach, to a purpose led approach that is focused on embedding ESG into the core culture of the organisation. Our advisory, research and consulting offerings are customised to the transitions organisations are seeking to make in their maturity levels over time.   

ESG Maturity Defined

Within the maturity framework outlined above, Ecosystm has identified the key organisational drivers to improve maturity and adoption. The Ecosystm ESG Consulting offerings are configured to both support the development of ESG strategy and the delivery and ‘story telling’ around ESG programs based on the goals of the customer (maturity aspiration) and the gaps they need to close to deliver the aspiration.   

What ESG Maturity Looks Like

Key Findings of the Ecosystm State of ESG Study 

89% of respondents self-reported that their organisation had an ESG strategy; however, a notable 60% also identified that a lack of alignment of sustainability goals to enterprise strategy was a key issue in implementation. This reflects many of the client discussions we’ve had, where customers share that ESG goals that have not been fully tested against other organisational priorities can create tensions and make it difficult to solve trade-offs across the organisation during implementation.  

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People & Leadership/Execution & Governance 

Capabilities are still emerging. 40% of respondents mentioned that a lack of a governance framework for ESG was a barrier to adoption, and 56% mentioned that immature metrics and reporting maturity slowed adoption. 64% of respondents also mentioned that a lack of specialised resources as a key barrier to ESG adoption.

In our discussions with customers, we understand that there is good support for ESG across organisations, but there needs to be a simple narrative compelling them to action on a few clearly articulated priorities, a clear mandate from senior leadership and credible resourcing and governance to ensure follow through. 

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Data and Technology Enablement 

There is a strong opportunity for improvement. “We can’t manage what we cannot measure” has been the common refrain from the clients we have spoken to and the survey reflected this. Only 47% of respondents say that preparing data, analytics, reporting, and metrics for internal consumption is a priority for their tech teams.   

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ESG is rapidly emerging as a key priority for customers, investors, talent, and other stakeholders who seek a comprehensive and genuine commitment from the organisations they interact with. Successfully determining the right priorities and effectively mobilising your organisation and external collaborators for implementation are pivotal. It’s crucial to acknowledge the intricacy and extent of effort needed for this endeavour. 

With our timely research findings complementing our ESG maturity and implementation frameworks, analyst insights and consulting support, Ecosystm is well-positioned to help you to navigate your journey to ESG maturity. 

Ecosystm Consulting
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Top 5 Cloud Trends for 2023 & Beyond​
The Top 5 Cloud Trends for 2023 & Beyond

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Organisations in Asia Pacific are no longer only focused on employing a cloud-first strategy – they want to host the infrastructure and workloads where it makes the most sense; and expect a seamless integration across multiple cloud environments.

While cloud can provide the agile infrastructure that underpins application modernisation, innovative leaders recognise that it is only the first step on the path towards developing AI-powered organisations. The true value of cloud is in the data layer, unifying data around the network, making it securely available wherever it is needed, and infusing AI throughout the organisation.

Cloud provides a dynamic and powerful platform on which organisations can build AI. Pre-trained foundational models, pay-as-you-go graphics superclusters, and automated ML tools for citizen data scientists are now all accessible from the cloud even to start-ups.

Organisations should assess the data and AI capabilities of their cloud providers rather than just considering it an infrastructure replacement. Cloud providers should use native services or integrations to manage the data lifecycle from labelling to model development, and deployment.

In this Ecosystm Byte, sponsored by Oracle, Ecosystm Principal Advisor, Darian Bird presents the top 5 trends for Cloud in 2023 and beyond. Read on to find out more.

Download ‘The Top 5 Cloud Trends for 2023 & Beyond’ as a PDF

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Sustainability is About Much More than Green Credentials
Sustainability is About MUCH More than Green Credentials

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As an industry, the tech sector tends to jump on keywords and terms – and sometimes reshapes their meaning and intention. “Sustainable” is one of those terms. Technology vendors are selling (allegedly!) “sustainable software/hardware/services/solutions” – in fact, the focus on “green” or “zero carbon” or “recycled” or “circular economy” is increasing exponentially at the moment. And that is good news – as I mentioned in my previous post, we need to significantly reduce greenhouse gas emissions if we want a future for our kids. But there is a significant disconnect between the way tech vendors use the word “sustainable” and the way it is used in boardrooms and senior management teams of their clients.

Defining Sustainability

For organisations, Sustainability is a broad business goal – in fact for many, it is the over-arching goal. A sustainable organisation operates in a way that balances economic, social, and environmental (ESG) considerations. Rather than focusing solely on profits, a sustainable organisation aims to meet the needs of the present without compromising the ability of future generations to meet their own needs.

This is what building a “Sustainable Organisation” typically involves:

Economic Sustainability. The organisation must be financially stable and operate in a manner that ensures long-term economic viability. It doesn’t just focus on short-term profits but invests in long-term growth and resilience.

Social Sustainability. This involves the organisation’s responsibility to its employees, stakeholders, and the wider community. A sustainable organisation will promote fair labour practices, invest in employee well-being, foster diversity and inclusion, and engage in ethical decision-making. It often involves community engagement and initiatives that support societal growth and well-being.

Environmental Sustainability. This facet includes the responsible use of natural resources and minimising negative impacts on the environment. A sustainable organisation seeks to reduce its carbon footprint, minimise waste, enhance energy efficiency, and often supports or initiates activities that promote environmental conservation.

Governance and Ethical Considerations. Sustainable organisations tend to have transparent and responsible governance. They follow ethical business practices, comply with laws and regulations, and foster a culture of integrity and accountability.

Security and Resilience. Sustainable organisations have the ability to thwart bad actors – and in the situation that they are breached, to recover from these breaches quickly and safely. Sustainable organisations can survive cybersecurity incidents and continue to operate when breaches occur, with the least impact.

Long-Term Focus. Sustainability often requires a long-term perspective. By looking beyond immediate gains and considering the long-term impact of decisions, a sustainable organisation can better align its strategies with broader societal goals.

Stakeholder Engagement. Understanding and addressing the needs and concerns of different stakeholders (including employees, customers, suppliers, communities, and shareholders) is key to sustainability. This includes open communication and collaboration with these groups to foster relationships based on trust and mutual benefit.

Adaptation and Innovation. The organisation is not static and recognises the need for continual improvement and adaptation. This might include innovation in products, services, or processes to meet evolving sustainability standards and societal expectations.

Alignment with the United Nations’ Sustainable Development Goals (UNSDGs). Many sustainable organisations align their strategies and operations with the UNSDGs which provide a global framework for addressing sustainability challenges.

Organisations Appreciate Precise Messaging

A sustainable organisation is one that integrates economic, social, and environmental considerations into all aspects of its operations. It goes beyond mere compliance with laws to actively pursue positive impacts on people and the planet, maintaining a balance that ensures long-term success and resilience.

These factors are all top of mind when business leaders, boards and government agencies use the word “sustainable”. Helping organisations meet their emission reduction targets is a good starting point – but it is a long way from all businesses need to become sustainable organisations.

Tech providers need to reconsider their use of the term “sustainable” – unless their solution or service is helping organisations meet all of the features outlined above. Using specific language would be favoured by most customers – telling them how the solution will help them reduce greenhouse gas emissions, meet compliance requirements for CO2 and/or waste reduction, and save money on electricity and/or management costs – these are all likely to get the sale over the line faster than a broad “sustainability” messaging will.

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Fintech-Frontrunner-How-MAS-is-Accelerating-Financial-Innovation
Fintech Frontrunner: How MAS is Accelerating Financial Innovation

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As they continue to promote innovation in the Financial Services industry, the Monetary Authority of Singapore (MAS) introduced the Financial Sector Technology and Innovation Scheme 3.0 (FSTI 3.0) earlier this week, pledging up to SGD 150 million over three years. FSTI 3.0 aims to boost innovation by supporting projects that use cutting-edge technologies or have a regional scope, while strengthening the technology ecosystem in the industry. This initiative includes three tracks:

  • Enhanced Centre of Excellence track to expand grant funding to corporate venture capital entities
  • Innovation Acceleration track to support emerging tech based FinTech solutions, and
  • Environmental, Social, and Governance (ESG) FinTech track to accelerate ESG adoption in fintech

Additionally, FSTI 3.0 will continue to support areas like AI, data analytics, and RegTech while emphasising talent development. We can expect to see transformative financial innovation through greater industry collaboration.  

MAS’ Continued Focus on Innovation

Over the years, the MAS has consistently been a driving force behind innovation in the Financial Services industry. They have actively promoted and supported technological advancements to enhance the industry’s competitiveness and resilience.

The FinTech Regulatory Sandbox framework offers a controlled space for financial institutions and FinTech innovators to test new financial products and services in a real-world setting, with tailored regulatory support. By temporarily relaxing specific regulatory requirements, the sandbox encourages experimentation, while ensuring safeguards to manage risks and uphold the financial system’s stability. Upon successful experimentation, entities must seamlessly transition to full compliance with relevant regulations.

Innovation Labs serve as incubators for new ideas, fostering a culture of experimentation and collaboration. They collaborate with disruptors, startups, and entrepreneurs to develop groundbreaking solutions. Labs like Accenture Innovation Hub, Allianz Asia Lab, Aviva Digital Garage, ANZ Innovation Lab, and AXA Digital Hive drive create prototypes, and roll out market solutions.

Building an Ecosystem

Partnerships between financial institutions, technology companies, startups, and academia contribute to Singapore’s economic growth and global competitiveness while ensuring adaptive regulation in an evolving landscape. By creating a vibrant ecosystem, MAS has facilitated knowledge exchange, collaborative projects, and the development of innovative solutions. For instance, in 2022, MAS partnered with United Nations Capital Development Fund (UNCDF) to build digital financial ecosystems for MSMEs in emerging economies.

This includes supporting projects that address environmental, social, and governance (ESG) concerns within the financial sector. For instance, MAS worked with the People’s Bank of China to establish the China-Singapore Green Finance Taskforce (GFTF) to enhance collaboration in green and transition finance. The aim is to focus on taxonomies, products, and technology to support the transition to a low-carbon future in the region, co-chaired by representatives from both countries.

MAS has also promoted Open Banking and API Frameworks to encourage financial institutions to adopt open banking practices enabling easier integration of financial services and encouraging innovation by third-party developers. This also empowers customers to have greater control over their financial data while fostering the development of new financial products and services by FinTech companies.

Regulators in Asia Pacific Taking a Proactive Approach

While Singapore is at the forefront of financial innovations, other regulatory and government bodies in Asia Pacific are also taking on an increasingly proactive role in nurturing innovation.  This stance is being driven by a twofold objective – to accelerate economic growth through technological advancements and to ensure that innovative solutions align with regulatory requirements and safeguard consumer interests.

Recognising the potential of fintech to enhance financial services and drive economic growth, the Hong Kong Monetary Authority (HKMA) established the Fintech Facilitation Office (FFO) to facilitate communication between the fintech industry and traditional financial institutions. The central bank’s Smart Banking Initiatives, including the Faster Payment System, Open API Framework, and the Banking Made Easy initiative that reduces regulatory frictions help to enhance the efficiency and interoperability of digital payments.

The Financial Services Agency of Japan (FSA) has been actively working on creating a regulatory framework to facilitate fintech innovation, including revisions to existing laws to accommodate new technologies like blockchain. In 2020, FSA launched the Blockchain Governance Initiative Network (BGIN) to facilitate collaboration between the government, financial institutions, and the private sector to explore the potential of blockchain technology in enhancing financial services.

The Central Bank of the Philippines (Bangko Sentral ng Pilipinas – BSP) has launched an e-payments project to overcome challenges hindering electronic retail purchases, such as limited interbank transfer facilities, high bank fees, and low levels of trust among merchants and consumers. The initiative included the establishment of the National Retail Payment System, a framework for retail payment, and the introduction of automated clearing houses like PESONet and InstaPay. These efforts have increased the percentage of retail purchases made electronically from 1% to over 10% within five years, demonstrating the positive impact of effective cooperation and innovative policies in driving a shift towards a cash-lite economy.

The promotion of fintech innovation highlights a collective belief in its potential to transform finance and boost economies. As regulations adapt for technologies like blockchain and open banking, the Asia Pacific region is promoting collaboration between traditional financial institutions and emerging fintech players. This approach underscores a commitment to balance innovation with responsible oversight, ensuring that advanced financial solutions comply with regulatory standards.

The Future of Industries
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