With the current global situation, the past week has shown the importance of being able to create the Digital Workspace to provide flexible working solutions for your workforce. 

I decided to write a blog around how Microsoft's Teams, a Unified Communication as a Service (UCaaS) solution, has enabled my productivity to not slip despite the whole of my team now having to work from home thanks to Coronavirus.

Twitter, WhatsApp and other means of consumer service technology are becoming part and parcel of communicating at work alongside Unified Communications (UC) technologies. As a result, the boundaries between our work and personal lives are becoming increasingly blurred.

 Ransomware is malware that encrypts an individual's files so that they no longer have access to them, and subsequently demand payment for the files to be released. Usually the payment is asked to be made in an untraceable cryptocurrency form, such as Bitcoin. The most common way ransomware ends up on an individual's computers is through email spam, which individuals will click on and open.

Unfortunately, the files cannot be decrypted without a mathematical key which is only known by the cyber attacker, and the reason why many individuals tend to pay up. However, many find that despite paying the ransom, their files remain encrypted.

When looking at which countries were affected by ransomware attacks the most, the UK was found to have the highest percentage out of Europe:

  Figure 1: Cybercrime Tactics and Techniques: Ransomware Retrospective Report, Malwarebytes

Despite the NHS facing one of the worst ransomware attacks in May 2017 - the WannaCry ransomware attack - which cost the NHS £92m and caused more than 19,000 appointments to be cancelled (The Department of Health), this chart clearly highlights how organisations in the UK still need to invest more into their Cyber Security solutions to stay protected from ransomware attacks.

At Exponential-e, we help organisations that have been affected by ransomware attacks. Our Head of Cyber Consultancy, Mark Belgrove, discusses a real-life cyber attack in the video below, and shares how Exponential-ehelped mediate the situation. 

Watch now.

Phishing is the fraudulent use of electronic communications to try and obtain sensitive information, such as usernames, passwords and credit card details by posing as a legitimate institution. Phishing attacks attempt to get individuals to click on a malicious link and enter confidential information to steal their identity, funds or to be the first step in a serious cyberattack against an organisation.

All organisations store data, and regardless of whether it's a recipe or an algorithm, this data is an organisation's most prized asset, which is why hackers make it their target. The Cyber Security Breaches Survey 2019 from the Department for Digital, Culture, Media & Sport (DCMS) found that 32% of businesses identified cyber security breaches or attacks in the last 12 months, which have cost an average of £4,180 in lost data and assets

Cybercriminals are only getting more cunning and skilful with their cyber attacks, which is bad news for organisations when it comes to meeting privacy and compliance regulations. There can be significant legal implications for organisations if their data is not secure and regulations are not met. For instance, since the GDPR (General Data Protection Regulation) came into effect in May 2018, data protection regulators have imposed 114 million euros (approximately 97 million pound) worth of fines under the GDPR regime (GDPR Data Breach Survey 2020 by DLA Piper).

Organisations generate millions of system logs every day from the likes of servers, firewalls and network devices. Their ability to process, analyse and react to this information affects how they will manage any security risks and incidents. To help process this data, many organisations implement a Security Incident and Event Management (SIEM) system or outsource to a Cyber Security Operations Centre (CSOC) for their monitoring, which provides a real-time analysis of security alerts.

With cyber breaches growing in volume and frequency (Carbon Black reported that 88% of UK organisations suffered a breach in 2018) you can guarantee that your organisation will be targeted by cybercriminals at some point.

The short answer is yes - thousands of businesses are grappling with DX, however most do not consider themselves to be completely 'transformed' yet. Many of the largest Pharma organisations have launched initiatives and created entire departments focused on innovation, and are well on their way to operating in the same way an organisation which has completed its DX journey so far, is.

In our offices, businesses, colleges and homes, barriers exist between people that hinder free and easy communication. Physics undergraduates rarely mix with the Philosophy students, our accounts teams tend not to lunch with our account managers, and I almost never speak to the lady who lives in the flat below mine. It's a natural result of living, working and studying in cities with millions of strangers.

For any future-facing organisation, the importance of ample learning and development (L&D) cannot be overstated. A few months ago, our L&D team entered the Princess Royal Training Awards (PRTAs) -- and we are delighted to announce that we were successful in the following entries:

When the Mayor of London recently quashed the building of The Tulip, it raised troubling questions for the future of architecture in the UK. The Tulip was set to be London's next iconic piece of architecture, joining a long, illustrious line of pivotal buildings that have lined London's horizon and kept the city at the leading edge of architecture since Sir Christopher Wrenn re-designed St Paul's Cathedral in 1710. But can the UK continue to host such iconic buildings in the shadow of the looming impacts of climate breakdown and biodiversity loss?

Our Public Sector Director Afshin Attari recently sat down with Innopsis's Lynne Magennis and Michael Bowyer for a roundtable discussion on frameworks in the Public Sector.

The digitisation of the NHS (one of the biggest employers in the world) is a huge task, and it begins with the opening up of the organisation's underlying data network. Over the past year, the NHS's N3 network has been being migrated to a new network: Health and Social Care Network (HSCN). HSCN has been built by a number of co-operating suppliers, including Exponential-e.

In recent years, Cloud has become popular with organisations due to its simplicity, accessibility and relatively low-cost. Using Cloud, you can avoid many of the difficulties and expenditures that come with operating your own infrastructure, and - because it's easily accessible from anywhere - Cloud can give your users much more flexibility than on-prem legacy infrastructure.

Manuela is the founder of the CX consultancy CXellence and has been working with prominent organisations across private and public sectors to help them improve their customer experience focus and capabilities (www.cxellence.com).She is a multi-award winner and CCXP certified executive business leader with a strong track record of over 15 years of experience in leading and transforming the customer experience for the FTSE100 international organisations she has worked for during her corporate career in Financial Services and Retail.

From your perspective as a CX expert, what would you say are the main challenges retailers are facing in 2019?

My personal view is that many retailers have not taken seriously enough what is happening in the sector and the fundamental changes in consumers' expectations, which are defining the way they want to shop. Firstly, customers now expect the ultimate convenience, in terms of ease of access to what they need through online 1-click purchases, real time click & collect or seamless cross-channel interactions. Secondly, they want immediate gratification, where the prompt availability or delivery of products at the best prices is taken for granted - compounded by very low levels of tolerance for bad service or poor quality. Thirdly, they have developed a 'me' mentality, expecting a personalised and relevant service, tailor made to who they are and what they need. Finally, all this is augmented by the fact that the internet has given consumers power by democratising information, providing them with access to product choice, information and ratings, so if you fail to meet those expectations, they will shop elsewhere.

These trends have been either underestimated or misunderstood by many retailers, like the recently collapsed Maplin, Toys'R'Us and House of Fraser, who seem to have made three big strategic errors:

• Introducing technological solutions as an end in themselves, without starting from customer needs, e.g. creating online purchasing channels as a duplication of the offline ones;
• Ignoring the fundamental question of why customers should purchase from them rather than from Amazon - and therefore not capitalising on any value-adding differentiators;
• And linked to the above, failing to rethink the role physical stores should play in an omnichannel shopping experience.

Do you feel that bricks-and-mortar retailers are 'behind the curve' when it comes to the adoption of technology?

Probably yes, as they have been hiding behind the perceived strength of their high street presence. Many have developed online capabilities to replicate what customers can do in store, without truly rethinking how the two channels should be redesigned and seamlessly integrated to deliver a complementarily improved customer experience. Only offering online purchase and click & collect services is not enough to optimise this.

But also, many retailers are very slow in rethinking the role of the store within the omnichannel shopping experience. In a world where they can select and buy everything online, customers often go to stores to complete what they cannot do online (at least yet) to finalise their purchasing decision, like touching and feeling the products, assessing quality or fit, asking technical questions, planning or visualising the end result etc. However, most stores still offer only a crammed display of products lined up on dusty shelves, without enough expert staff or the type of experiential immersion or educational overlay customers expect.

What are some of the limitations you see in how retailers are currently using technology? (For example, adopting technology to reduce costs rather than empowering the customer experience, or only selling their products rather than added value.)

Many still don't even get the basics right, with clunky purchase, delivery or collection processes, which are the result of poor stock, data or service management. Who wants to wait for weeks for an item to be dispatched, then stay at home a whole day for the courier to show up? But also, the lack of clear customer-centric strategic focus means that they are not able to explore the opportunities presented by technology to revolutionise the shopping experience, both online and offline, to meet those expectations of convenience, immediacy and personalisation.

Can you give an example of a retailer who is using technology to its full potential to improve its customer experience and add value?

I do not think anybody is using technology to its full potential yet. However, some organisations have used it well in some areas. For example, Argos, who as an old-fashioned catalogue-based retailer was at risk of ending up in the list of recent casualties, has cleverly evolved its business model to transform the store into an extension of the online experience, to cater for some of the reasons I mentioned above - immediate collection, product inspection, easy returns, while maintaining wide choice at good prices. They also improved accessibility, by creating small collection points within partners' premises in high traffic areas like supermarkets and stations. Simple and functional, but effective.

How do you see the role of the physical store evolving in the future - and do you agree that physical stores will fail without incorporating the Omnichannel experience (AR, AI, ML)?

No, I don't think they will fail because of that, but they will not prosper neither. As I mentioned before, I believe that physical stores need to offer the immersive and relevant experiences customers expect. Whether it's Lush's explosion of the senses or Lego's engaging environment, or it's IKEA's physical or AR home recreations, the store is no longer only about selling products, but it also needs to sell experiences and facilitate the customer journey. Using that type of technology is not essential, but can definitely help with improving the customer experience.

How can retailers introduce AR, AI and Machine Learning in order to leverage data and improve the customer experience?

Using that technology in the right way within physical stores can add an extra level of interactivity, personalisation or audience engagement, e.g. through touchscreen display content, virtual reality experiences, immersive product demonstrations or AR stands. The key is to introduce these as solutions to clearly identified customer needs rather than as stand-alone gimmicks or marketing campaigns. These capabilities are equally important online to deliver rich, relevant and interactive content or transform conventional websites into immersive VR experiences.

Where do you see the industry going forward, both this year and beyond?

Unfortunately, I believe that there will be more casualties in the sector, as too many retailers are not rethinking strategically enough the complementary role of physical stores and technology to meet customers' expectations and improve their experience. They need to understand that stores and websites are no longer only about selling products.

I also believe that technology will be increasingly use­d to create rich, interactive and immersive experiences both online and offline. It will enable retailers to play on the senses and stimulate and engage customers in a much more immediate and personalised way. It will also enable them to teach and educate customers, and to communicate with them in more effective ways, translating complex information into insightful and easy to understand content. The added value and experiential benefits delivered by the right use of technology will enable these retailers to deliver rich and differentiated customer experiences, and therefore drive sustainable value growth.

The conversation was kicked off by guest speaker Steve Deakin, Head of Development and Operations at Lloyds of London, discussing his experiences of Cloud and the client perspective. Next followed Nick Robinson, Systems Engineering Manager at Palo Alto Networks, who provided a view of real world innovations and shared Cloud success stories that he has seen from his clients across EMEA.

Here is a high level summary and description of the quick wins that were discussed:

The Process:

• Learn -> Hack -> Iterate

Horizon Scanning & DevOps with an AGILE mind-set

• Microsites and Micro services that are already trialled, tested and robust from an architecture and security perspective - this enables one to rapidly deploy new products and services, websites etc. with security peace of mind.

• Serverless - just focus on writing codes and you can make changes in microseconds! It is easy to deploy, low cost, gives you more time to focus on UX and is more efficient for developers by ensuring you are keeping code backed up and in a secure environment.

• Grid Data Analyst - overcome floods and complexity of big data and unlock the power of analytics with the right data in the right place.

Would early favourites Silver Cloud (last year's champions) walk away with the trophy? How would the rivalry - now in its fourth year - between Sprout IT and Exponential-e's team play out? On the big day, Vonage, The Phone Co-Op, Sprout IT, Natilik, Silver Cloud, Net Premacy, and Blue Saffron all came together to 'channel' their inner Messi.

Natilik's No.10 Omar was the standout player on the day, scoring the most number of goals and coming inches away from hitting the bar in the Cross Bar Challenge. No mean feat from the halfway line into the wind! Silver Cloud came close to another place in the final, but their dreams were snatched away by Natilik.

Clearly enjoying the glorious sunshine, our Head of Channel Alp Kostem stepped up for the Cross Bar Challenge in his linen jacket and Ray-Bans, much to the amusement of the players. A valiant effort,but the general consensus was that he ought to stick to his day job. Once again, Exponential-e's own Eric Ascott took control of the microphone and nimbly guided everyone through the day with matchless witty banter. A weekend radio DJ gig should definitely be on his bucket-list.

In the end though, Vonage were crowned the winners, looking on course for a campaign to rival Liverpool's recent success. We look forward to seeing the team next year as they mount a defence of their title -- no doubt training's already well underway.

Each year we sponsor a different charity. This year, we chose Great Ormond Street Hospital (GOSH), a globally renowned centre of excellence in child healthcare founded in 1852. Working with the UCL Great Ormond Street Institute of Child Health, GOSH forms the UK's only academic Biomedical Research Centre specialising in paediatrics. A clear reminder of how precious life is, we're tremendously proud to have raised £7,500 to help the organisation with their mission to fund research into children's healthcare and to finding new and better ways to treat childhood illnesses.

As the game ended, the Crystal Palace Hospitality Team did not disappoint. Hot showers, cold beer, and solid meal were provided after the tournament. Our Managing Director Mukesh Bavisi wrapped up the day by handing out the well-deserved awards to the teams and, more importantly, the presentation of the cheque to Amy from the amazing GOSH. For die-hards, the evening rolled on atWesthow House pub in Crystal Palace, recounting tales of their sporting prowess and dreaming of playing in the Premiership next Season. No doubt there were some sore limbs and heads the morning after, but it was all worth it for such a successful day.

Thanks to everyone who helped make this happen and for their generous donations to such an important cause. The amazing life-changing operations and treatments GOSH carries out every single day to children is just outstanding. We are delighted to be able to contribute to this and help the many GOSH children patients and their families. Till next year!