Keeping clients one step ahead – the DigiLab story (Part #3)

Connecting dots. Jumping curves.

So how do we connect up all these rich pools of learning? DigiLabs is the Sopra Steria hothouse for innovation, uniquely straddling our global spheres of expertise. The way we’re structured helps us bring together insight from across our eco-system to answer the critical challenges faced by our customers, with unrivalled vision and leadership.

Sopra Steria has 11 businesses lines, spanning Aerospace, Automotive, Insurance, Banking, Defense, Security, Government, Energy, Transport, Telecoms and Media. Each has an elected Digital Champion – as do each of our 5 technology streams which focus on Digital Interaction, IoT, Smart Machines, Data Science and Blockchain. These Digital Champions work as a single network, highly connected and charged with constantly sifting for innovation nuggets in their sector, helping us ‘jump the curve’ by anticipating the next big thing that will help turbo-boost digital transformation. Some Sopra Steria business lines have also created their own ‘Vertical Labs’ as a way to conduct sector-specific solution experiments, train experts, identify talents and share achievements both internally and externally.

Alongside regularly engaging with these Digital Champions, we:

  • Proactively reach out to start-up incubators to identify new technology partnerships
  • Stay closely connected to research centres, universities engineering schools
  • Enjoy close ties with high calibre strategic partners from Apple, Amazon, Google and HP to, IBM, Oracle, Microsoft, SAP and Samsung — keeping us in the heart-beat of global innovation
  • Harvest insight and learning from different countries

Project IRIS framework contract awarded for SMARTi3

Sopra Steria have been awarded a framework contract as part of Project IRIS for our SMARTi3 Open Source Intelligence gathering system.

Project Iris is a Police Transformation Fund (PTF) supported project, coordinated by the National Police Chiefs Council (NPCC) Internet Intelligence and Investigations (III) Lead. It has established nationally agreed requirements for evidence capture as well as internet connectivity and audit tools across law enforcement.

The project represents all Police Forces in England and Wales and associated forces and agencies across the UK, including Police Scotland and the Police Service of Northern Ireland.

Vern Davis, Managing Director of Sopra Steria’s Aerospace, Defence and Security sector commented:

“Sopra Steria are delighted to have SMARTi3 Open Source Intelligence gathering system included as part of the Project IRIS framework. This powerful system is deployed in the cloud, offering a range of different security levels appropriate to the investigation. We are proud to be assisting in the prevention of serious organised crime. To be included in the framework demonstrates our commitment to helping transform law enforcement in the UK.”  

SMARTi3’s sophisticated algorithms sift through vast amounts of open source data in minutes, slashing time-to-intelligence from hours to minutes. Securely hosted in the UK, the system dramatically speeds up intelligence gathering and evidence development. The system can help in any nature of investigation whether that be in law enforcement, or in other government and public sector organisations and agencies.

The system will be available on a flexible procurement framework held by the Police ICT Company. Forces will be able to select a solution which best fits their individual needs in the knowledge that solutions meet an agreed industry standard.

For further information on SMARTi3, please contact Nick.Macdonald@soprasteria.com.

Hourglass: Transparent Timekeeping

How a simple conversation with a client about time-keeping led to some late nights, reflection on project tracking & a simple progressive web app…

Good morning/afternoon/evening (delete as appropriate)!

My name is Bryce Wilson; Lead UI developer for the UK Design Team based in Edinburgh. I currently work across multiple projects and platforms and it can be hard to track what I work on and for whom. For the client, it can be frustrating when they can’t get a fixed timeline on my availability.

Around the same time I was coming to the end of ‘yet-another-notepad’ scribble of loose time keeping, I had a chat with one of the project managers for a fantastic client I work with.

He was concerned that he wasn’t able to have a visible overview of all the contractors and consultants in his team. This is primarily down to the flexibility the project offers to the team; early starts, late finishes, working from home on occasions etc.

This screamed out an opportunity to fill a few needs with one deed:

  • Upskill myself on a few new technologies I’ve been itching to try
  • Get rid of my legion of notepads with illegible cave drawings and scribbles
  • Supply a very cool and awesome client with a solution that will enable them to continue providing us with a flexible working environment
  • Demonstrate to the wider community a landslide of user-centered design approaches being developed daily within the UK Design Team (headed up by Luke Jeavons) such as:
    • User Journeys – A visual representation of a path a user may take to reach their goal when using a particular product or service.
    • Usability Testing – To validate the effectiveness of the design and the way the user interacts with the system. This can highlight potential inconsistencies and issues with the product or service.
    • Wireframes – A visual guide that represents the page structure, as well as its hierarchy and key elements.
    • Interactive Prototypes – To show how interactive elements will work. Enables the product or service to be visualised, tested and validated before further development.
    • + much more

After speaking with some fellow upstanding colleagues, I took it upon myself to define an MVP backlog of simple requirements:

  • Allow access to a ‘clock-in’ system via any device and bypass any requirements for an installation
  • Login with work email
  • Allow manual entries of working hours
  • Allow a clock in/out feature
  • Keep it simple, avoid that (points in horror at existing time reporting tools in the market)

Given this was a pet project I didn’t want to overreach and take focus away from day-to-day within the Compass project and the Design Team so I gathered my weapons of choice and began.

Frameworks & Services

In order to maximize the time and effort spent getting this from farm to fork:

  • Contentful – an AMAZING headless CMS that has insane API control and access. I have utilized this to store and retrieve data in a fully secure environment
  • Vue.js – The MacDaddy of JS frameworks. I work with Angular, React, Node, etc and Vue.js slays them all dead. End of.
  • Element.io – A clean and simple Vue.js orientated components library for all the basic needs
  • Azure – The Sopra Steria single sign-on application front
  • Heroku – Free and simple app hosting with CD/CI Pipelines
  • Custom Node.js API Service – I have developed a customised API service to enable continuity of other applications I have created (regardless of framework) to knit together user and information

It started with a few hours in the evenings while my expectant wife lay on the couch binge watching Forensic Files (If I suddenly disappear, you know who to point the finger at!) I melted into my coding chair and got to work.

A few nights in and it begins to take shape; implementing simple features such as project and team control which is operated in the Contentful Dashboard. This allows me to add additional projects as they come up.

The first release of the app to my inner circle highlighted some interesting results:

  • Observation: One user found it difficult to navigate their way back to the current week & also found it time consuming to try to get to December for example, to input time
  • Suggestion:
    • Implement a ‘jump-to’ week selector where it displays the week information; allowing the user to easily jump forward or backwards in time
    • Always have ‘current week’ at the top of list to highlight the current week
  • Observation: Initial version did not allow for non-project codes such as holidays, training or meetings to be logged
  • Suggestion:
    • Allow time to be logged to ‘non-project’ codes through the same interface
    • Allow team leaders to see these days on the team leader view. This allows the project leader to see upcoming days where we might not be utilized. It’s no fun for the client sifting emails and syncing calendars to see why ‘Dave’ hasn’t shown up today!

Reaping the Hard Miles

A few seasons into Forensic Files (my wife at this point now knows how to dispose of a body in 50 different ways, just saying) and we start to have something testable!

As the app is cloud based I fired out a link to a few trusted amigo’s and it seemed we were pretty close to the mark!

With the intended users now having something tangible in their hands, the next goal was to give the client the keys to the kingdom – an external (or internal) team leader view.

A non Sopra Steria user can be set up within the system to retrieve all entries which are assigned to their project, including holidays, sickness etc.

Given that a lot of our teams are also internal, a Sopra Steria employee can also have a team control panel if they are assigned a team leader role.

The Verdict

After picking a handful of users to test the app, we took a period of 1 week to collect initial feedback and log any issues.

Each user was asked to carry out specific tasks and report back, for example:

  • Successful and unsuccessful clock-in/clock-out experiences
  • Test on different devices and networks (firewall etc)
  • Log upcoming holidays

The feedback from actual ‘live’ usage resulted as:

  • Request ability to add ‘half-day’ non-project events
  • Improve performance for older Android phones (now complete)
  • Return to same week that a logging was added to (now complete)

The client is very happy with the outcome so far and has adopted this very early MVP into the projects daily routine!

There is still A LOT to add to Hourglass but given its been about 40 hours of development from a single developer and some fantastic sound advice and guidance from the UK Design Team – I reckon it’s not half bad!

If you would like to ask any questions, please get in touch :

bryce.wilson@soprasteria.com

The world is still flat: how economic change is straining our ability to remake public services

I want to talk to you about what is arguably the greatest domestic policy challenge facing governments over the next decade.

How to create the conditions for a sustained transformation in our public services in a way consistent with the fundamental values that underpinned their creation.

In this first in a series of blogs, I want to anchor the debate about public service reform in the context of a number of global pressures affecting governments.

Every government is challenged by a similar set of pressures. The most significant of these is when a combination of rapid technological change leads to profound transformation of the economy. This has significantly increased prosperity. But governments are struggling to maintain a consensus of support, particularly as communities experience periods of insecurity and upheaval when technology is introduced.

The change unleashed is provoking tough and searching questions for governments of all political persuasions.

How do we reconcile rising flows of goods, services, capital and labour mobility with the need to create and sustain socially cohesive communities?

At the same time the capacity and capability of health, education, social care, housing and other public services to respond to change is curtailed by continuing austerity. And our ability to build cohesive communities is even more difficult when the very mechanism for reconciling competing tensions within communities – the institution of government and the process of democracy – has never been more questioned.

People’s sense of ‘connectedness’ with government and the political process looks increasingly weak and shattered.

Next week, I’ll post about how business has responded to the challenge of technological change. The most successful businesses are agile – attempting to reinvent their their business model to meet rapidly evolving customer needs.

Meanwhile if you enjoyed this you might also enjoy my summary of our government digital trends survey. We asked civil servants how their work is influenced by new digital ways of working and the benefits for the public

2020: The family digital Christmas?

It’s the year 2020.  Digital technology is all around us. So what might Christmas Day be like? Here are some ideas…

Forget Dad getting into a sweat early Christmas morning because he hasn’t defrosted the turkey yet…in 2020 internet of things (IoT) smart sensors in the family kitchen refrigerator have been monitoring the thaw of the big bird for the last couple of days and adjusting the fridge’s internal temperature accordingly to ensure its ready on time. Other smart sensors have also got the oven warmed up perfectly for Dad’s culinary magnum opus.

It’s barely dawn and the little ones are wide awake eager to open their presents. Mum and Dad are barely conscious but have managed to roll themselves downstairs to be with the kids round the Christmas tree…a magic moment through bleary adult eyes. But in 2020 using miniature action cameras embedded on the Christmas tree every emotional, tearful moment of joy on their faces is captured and saved on the family’s private cloud. Mum and Dad will be able to cherish forever the look on young Sam’s face when she finally got the bicycle she wanted all year.

Mid-morning and the Christmas cards on the mantelpiece are dynamically updating with pictures and videos of family and friends celebrating from across the world.  That’s because in 2020 people send paper-thin OLED Christmas cards that are linked directly to their social media feeds – it looks like Aunt Liz and Uncle Ted haven’t stopping partying for twenty-four hours on their Caribbean cruise!

Christmas dinner is fast approaching and Gran’s thousand piece jigsaw puzzle of Buckingham Palace is missing the vital middle bit with the flag on!  Little Tim is not happy either; he’s only had Gigantic Bot for six hours and he’s already lost its Laser Sword accessory in the black hole known as the back of the living room sofa. So it’s a good job in 2020 there are delivery drones in the local area available immediately to pick up and replace faulty or missing Christmas gifts. There will be no tears of frustration on this festive day.

So Dad’s dinner went down a treat and all the family are dozing on the couch. Mum in particular feels relaxed – she hasn’t done anything today and it’s been great! In 2020, even the music and lighting of the living room is taken care of by the house AI – its smart sensors detect the slowing pace of the family in the afternoon so it moves from playing bouncy festive jingles in brightness to soothing Christmas lullabies with a cosy ambient glow from the fireplace. Mum drifts off to sleep with a smile on her face.

Christmas in 2020 sounds like fun doesn’t it?

Season’s greetings!

If you would like more information about how digital transformation can benefit your organisation please contact the Sopra Steria Digital Practice.

2020: The Digital Employee Experience

As organisations adopt new ways of working and technology to increase their competitiveness, the employee experience – the interaction between an organisation and its people – is radically changing. So what might the employee experience be like in 2020? Here are some ideas…

Agile loyalty: The ability of an organisation to respond effectively to rapidly changing market conditions is a key source of advantage in today’s global economy. For example the sharing platforms created by digital disruptors like Airbnb or Uber have helped lower supplier costs and increased customer choice.

Arguably this sharing platform capability could be developed further to create other forms of competitive advantage such as enabling collaborative or even competing organisations to share their human resources on-demand. In 2020 an employee may be expected and supported by their parent organisation to work in different areas of the same sector as a form of short-term resource exchange that delivers mutual benefit for all participating organisations.

Traditional and digital integration: In B2C markets today there is a strong focus on integrating the traditional and digital experience of a brand to create seamless, insightful customer offerings anywhere, anytime. The adoption of Bluetooth beacons in stores to personalise the physical shopping experience as a complement to digital channels is an example of this omnichannel approach.

For such integration to be commercially successful the employee experience needs to blend offline and online work tools together effectively. The use of smart devices like tablets by shop floor employees to access stock information instantly to support the sales process demonstrates the positive impact of such change. Yet as digital technologies mature, such integration is likely to accelerate further – for example van manufacturers are now prototyping drone-equipped delivery vehicles. In 2020, an employee may need to have the skills to work successfully with a range of old and new technologies integrated together for customer benefit.  

The trust economy: The digital employee experience is fundamentally changing the intrinsic relationship – the bond or trust – between an organisation and its employees. Driven by disruptive factors such as the globalisation of the labour market and proliferation of social media, the need to have aligned cultural values between these stakeholders is critical to realising the advantages of employee self empowerment and agility.  

Today, many organisations are making the public move from a corporate social responsibility approach to the combined goals of social, environment and economic sustainability – a shared set of values with their employees. In 2020, such trust may be essential to the employee experience with an organisation communicating daily updates to its people about its performance against its sustainability goals to help intrinsically motivate their performance.

If you would like more information about how digital employee experience design can benefit your organisation please contact the Sopra Steria Digital Practice.

Convenience, Integration, Context: the retail store experience 2020?

As retailers exploit the opportunities offered by digital technology and ways of working to innovate their in-store customer experience; what might this look and feel like in 2020? Here are some ideas…

Convenience: The way customers physically purchase products will be as seamless as any digital channel experience and critically will encourage them not to use their smartphone (a distraction from the real world in-store environment that also brings competitors’ offerings within easy reach). In 2020, a customer can simply touch a button on the product itself or its point of sale display to purchase it instantly – like a biometric version of Amazon’s Dash Button technology that carries out the transaction authorised by the customer’s fingerprint. This simple, convenient process also means a customer doesn’t have the hassle of queuing up at a till – freeing up their time to explore the physical retail space further.

Integration:  Delivery of purchased in-store products will rival any experience an online retailer can offer. Content such as films, music, books are downloaded immediately to the customer’s device of choice. Large and small physical goods can be dispatched from a warehouse and delivered direct to a customer’s home the same day (a service available today that is rapidly growing in scale led by retailers such as Argos). And because items can be sourced direct from distribution; the Retailer can lever greater supply chain efficiencies (such as reduced in-store inventory costs) to drive competitive, dynamic pricing to continually challenge competitors.

High Street retailers are already using cloud-driven big data analytics to accelerate and rationalise their own supply chain operations (for example, Zara levers such capabilities to achieve product lead times as short as two weeks from catwalk design to store). Further application of this “tech company” approach to achieve deeper supply chain and channel management integration could enable a fully converged physical and digital retail experience in 2020 that constantly exceeds customer expectations.

Context: Relevance with be a key way the in-store experience differentiates itself from digital-only channels in 2020. Whereas online personalisation arguably means funnelling a customer to a specific area of interest, a High Street retailer can also use other dynamic data and insights to enrich and contextualise this experience to create unique moments of delight only possible in the physical store environment.

By a customer choosing to share data (such as transmitting their location via their mobile’s Bluetooth capability to in-store beacons), the retailer can identify what product ranges he or she is browsing to trigger nearby interactive display screens that present more in-depth information about those items, share social media content such as user reviews or allocate a sales person to provide advice. Because the customer is in the physical retail space they are in complete control of their personalised shopping experience – moving to areas of interest based on their emotional reaction to the world around them without the limitations or constraints of a smartphone user interface. Nike’s emerging Fuel Station interactive store concept, where customers can choose to engage in different contextual situations (such as having their running style analysed when using an in-store treadmill to identify the right running shoes to enhance their performance) is one example of the potential power of in-store contextualisation that can’t be replicated digitally.

If you would like more information about how Sopra Steria can help your organisation benefit from digital transformation please contact the Sopra Steria Digital Practice.