Glencore Technology wanted to migrate their CRM system to Microsoft Dynamics 365 (D365) in the power platform to leverage greater integration, automation and reporting across business platforms.
To maximise the potential of D365, Glencore Technology sought the guidance of an experienced partner. After considering multiple options, they chose to work with Data#3 due to their excellent longstanding relationship and confidence in meeting high delivery standards.
We enjoyed the end-to-end process from inception to delivery and seeing it come alive. Every sprint review was exciting as the concept came to fruition in front of our eyes.
Jo Hardie – Senior Business Analyst, Glencore Technology
Glencore Technology has been marketing technology in the metals and mineral processing industries for almost 40 years. With expertise spanning process and equipment design, detailed engineering, equipment supply and operator training, they provide essential services in some of Australia’s most demanding workplaces.
Microsoft Dynamics 365 (D365) was introduced as part of a digital transformation, to modernise IT systems, leverage cloud based Software as a Service (SaaS) applications for greater flexibility and future proof the scalability of solutions and data management for a dynamic business.
Glencore Technology’s sustainability is built on a passion to constantly evolve their products to solve burgeoning problems of valued clients. As an engineering projects organisation, continuous improvement is in all that they do to drive value to the customer throughout the asset lifecycle. When Senior Business Analyst Jo Hardie joined Glencore Technology, a digital transformation program was already underway.
“We had already started the journey to revamp our systems across the entire architecture. A lot of platforms were reaching end of support, and we were facing challenges with our incumbent on-premises systems. Gathering and combining business data from disparate systems was time-consuming, it could take days to pull together data for reporting.”
Among the roadblocks Glencore Technology identified was a CRM product no longer offering the depth of function now available in modern options, unable to sufficiently grow with the business. Microsoft Dynamics 365 and Power Platform were chosen as an alternative that promised a more intelligent and streamlined environment.
“As the business grew, a major drawcard was looking at automating business process between systems and departments, to get out of spreadsheets and email chains and streamline operations,” explained Hardie.
“This would expedite the turnaround time from a request for quotation, to receiving a purchase order and handover to the delivery part of the organisation.”
A key driver for the project was to ensure that valued resources were supported to work efficiently, using their skills and strengths to add value instead of becoming swamped with manual tasks.
It comes down to optimising your people; when everything is manual, the result is high value resources, performing low-value tasks. As an organisation grows, complexity increases, with more people performing tasks that keep operations running but don’t add significant value. We wanted our teams free to focus on high-value tasks so they could drive value to the business and our clients.
The manual processes were, said Hardie, more likely to lead to errors even from the most diligent employees, especially when working across multiple systems in a complex environment. D365 and Power Apps would give the opportunity for more accurate and real-time information, and Hardie knew that access to support and availability of expertise was crucial if Glencore Technology was to make the most of the opportunity.
“There was a preference for us to select a delivery partner within our local time zone . We knew we needed the support to be readily available when needed.”
“Glencore Technology has had a longstanding relationship with Data#3, and as a premium partner of Microsoft – the accolades for Data#3 stand out for themselves. Working with the team is seamless, they are great people, the communication is fantastic at all levels, the delivery of their work and their support is phenomenal, and they have a willingness to help,” explained Hardie.
“Our organisation thrives on long-term partnerships, and with Data#3 there was a lot of alignment.”
The Glencore Technology team was keen to get true value from the D365 and Power Apps investment, and that meant tailoring it to align with the intricacies of the business. The process began with presales engineers closely examining the way the business operated and identifying the best way to proceed.
“We had presales meetings between both organisations to understand the problem and scope, identify any constraints, and discuss the desired outcomes for the project. When I joined, some time had lapsed since the initial project scoping, so it was important to ensure realignment with the team and to reaffirm the core deliverables,” said Hardie.
“Working with the Data#3 Project Manager, we established trust quickly in the project team, collaborating with SMEs on user requirements. Throughout the Software Development Lifecycle , Data#3 gave us guidance and support, in best practice delivery of agile software projects.”
The flexible approach of the Data#3 team and a willingness to work at Glencore Technology’s pace was important, given the organisation was juggling a number of demanding situations while prioritising the needs of clients.
“It was a challenging time for our organisation and the wider industry as we were still experiencing the impact of the pandemic and many of our people were working from home. We went through a fully remote build, rollout, and support. Glencore Technology was moving between offices, and we still managed the rollout with minimal issues.
“It really helped in our ongoing project that we had a technology stack that could be managed fully online, making it easy to support and work remotely. Interruptions during the pandemic delayed our new office fitout, which meant the rollout happened with our workforce working remotely full-time,” explained Hardie.
Despite working in unusual circumstances, Hardie felt the combined Data#3 and Glencore Technology team stepped up to the challenge. The close alignment and collaboration involved reinforced her assertion that a good cultural fit is crucial when choosing a technology partner, and the outcome reflected this.
“We enjoyed the end-to-end process from inception to delivery and seeing it come alive. Every sprint review was exciting as the concept came to fruition in front of our eyes. We have been able to automate a lot of processes, and power apps complimented our journey with Power BI where we are seeing benefits and synergies as we move more of our incumbent products to the Power platform environment. We have more seamless, integrated reporting.”
The experience of introducing D365 and Power Platform has changed the way the Glencore Technology team views its technology ecosystem, and this has helped to guide forward planning.
“Working with leaders in the IT industry, we have noticed a shift in the product trends of the industry. Previously you would buy a product off the shelf and it would have seven years of life before being replaced by another iteration or another product.
“Now, Software as a Service (SaaS) has continual improvement and features added, which is fantastic. It is great for a business like ours because it allows systems to be as adaptable as we need, and to grow and change with our business. It keeps continuity in our systems for employees, so the user interface isn’t changing as often,” said Hardie.
“We can take the approach of selecting software systems with integral alignment to our long term business strategy. It is a winning component of the platforms we have in place for the future.”
While the technology rollout went smoothly despite the challenges faced, Hardie considered user adoption to be the true gauge of success.
“The adoption was good, with minimal disruption to business activities. That was a testament to the Data #3 team that it was a successful project. We seamlessly managed change with 150 users fully online.
With more processes becoming automated, the quality and timeliness of information has been especially notable. Hardie noted that even the most dedicated of staff can make the occasional typo, and human error is inevitably a factor when tasks are performed manually.
“Data cleanliness is a priority; when people had manual tasks in Microsoft Excel, there was greater potential for error. Now we have more automation, more checks in place to validate our data. The data integrity aspect is second to none, and reducing manual handling errors is so important. We avoid unnecessary double handling of work by pushing data between systems. We now have in real time reporting, we can track changes as they happen, which is invaluable.”
As Hardie’s team and the company’s growing user base gain in confidence, they continue to find ways to capitalise on the new environment.
“We’re receiving feedback that the tools are delivering productivity improvements and that positive impact provides intrinsic value for me. With change there is always some resistance but moving teams through these teething issues to full integration with the system that is the biggest success. It is easy to enjoy the process when you’re working with good people who are passionate about their work, it’s been a fantastic relationship with the Data #3 team.”
Throughout the Software Development Lifecycle , Data#3 gave us guidance and support, in best practice delivery of agile software projects.
Jo Hardie – Senior Business Analyst, Glencore Technology
While the streamlined processes and fast, accurate access to information have been well received, there has also been a profound effect on Glencore Technology’s ability to adapt to an ever-changing business landscape.
“This makes us so much more agile as a business. It frees people’s time from pulling together reports, spending more time on adding value for our clients and our strategic focus,” said Hardie.
Glencore Technology has already been building on the success, finding new ways to automate processes and free up time. The relationship with Data#3 has continued, and Hardie said that she feels reassured to know support is available when needed.
“Their strength is that they openly communicate with customers. Communication is 90% of the battle, and there were no issues in that area, they were ready to help at all levels of the organisation. Whether the support team or the senior leadership, we knew we could reach out and get professional advice. They have been generous with knowledge sharing in the space around emerging topics like AI, they always give us a chance to talk things through with technical experts. This ability to call on people with great talent and receive expert advice, is everything.”
While Glencore Technology is a highly regarded expert in its own area of technology, Hardie concluded that it is of utmost importance to focus on core business and introduce specialist partners to support ancillary business functions.
“This area of technology is not our bread and butter, and we don’t always have the right core competencies readily available in-house, so delivery through partners and strategic alliances is very important for us. The IT industry is evolving at such a pace that it’s hard to stay current on emerging trends and technologies, so having experts in this field and being able to get trusted advice is a wonderful part of the relationship with Data#3,” concluded Hardie.
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RSM Australia wanted to make better use of their Microsoft Dynamics 365 investment by aligning it more closely with their business strategy and increasing overall adoption across the organisation.
The relationship between Data#3 and RSM Australia spans more than 15 years, so when they needed additional expertise and trusted advice, it made sense to turn to their preferred Microsoft provider.
We knew we needed additional support to continue delivering the project to the standards we expected but were nervous about finding the right fit. It’s easy to work with Data#3. They aren’t just our provider, they are an extension of our team, and we know we can count on them when we need it.
Helen Carvosso – Director of Marketing, RSM Australia.
Established in 1922, RSM Australia has grown to become a leading player in Australia’s professional services industry. With more than 1,900 staff in 32 offices, RSM Australia provides financial and advisory accounting services, acting as a trusted partner to a wide range of business, government and individual clients.
Having introduced Microsoft Dynamics 365 (D365) previously, RSM Australia was finding underlying structural issues and limited technical resources were creating challenges in adopting its full potential.
Unsurprisingly, much has changed during RSM Australia’s century in business. While the values of friendly expertise and exceptional service have remained the same, the business’s remarkable longevity owes much to a willingness to embrace new opportunities. Director of Marketing Helen Carvosso said that staying ahead in a competitive sector requires an ability to look forward.
“We are currently busy working on our growth plans to 2030 and a strategic focus for us is our digital transformation, where using analytics and automation will be very important moving forward. We have invested heavily in learning about AI and leveraging data for our growth strategy.”
A significant investment to date has centered on Microsoft Dynamics 365 (D365), a portfolio of intelligent business applications that streamlines operational processes and drives greater efficiency. While the capabilities of D365 were thoroughly researched and matched the business’s needs, the roll-out had been problematic.
“We rolled out the D365 instance in January 2023. It wasn’t quite perfect and we knew that at the time, but we wanted people to start using it. The more people that started to use it, the more requests we were expecting and received for improvements, changes or additional features. We also knew there were some structural issues we would need to address down the line.
“Our CRM team didn’t have the technical capability we needed to begin addressing those structural issues – so we were looking for a partner who could act as an advisor, understand what we were trying to achieve, provide options, and help us find the best way forward.”
For RSM Australia, it was especially important that the chosen partner could identify potential implications of each course of action and minimise any impact on users and the wider IT environment.
“Our previous advisors had added fields as we requested, without providing the strategic advice on the impacts of some of these requests. We needed partners who weren’t just ‘yes’ people but could advise, guide, and challenge us to ensure we used best practices to build a future-proof system that would take us forward. We needed to add that additional technical competence and depth to our team.”
With user requests coming in thick and fast, it was clear that the RSM Australia team needed the right processes in place and guidance from a trusted partner. After considering multiple partner options, it seemed to Carvosso there was a logical choice.
“There were downstream implications to any changes, and we needed to understand these. We had a long relationship with Data#3 in other areas of RSM and ‘Microsoft-Land’. That relationship spanned 15 years. The main driver to work with Data#3 on our Dynamics environment was their position as our Microsoft licence provider – they already provided our D365 subscription.
“What I like about the Data#3 team we work with is their empathy and non-judgemental approach. We’re working with an external provider as we don’t have all the answers – and sometimes we don’t know the right questions to ask. They encourage those questions, which helps them understand where I’m coming from too.”
The Data#3 team worked with a proven methodology, and this gave the structure that Carvosso knew was needed. They set about learning in greater depth about RSM’s business and technology eco-system, and understanding what a great outcome would look like.
“It was really very smooth. We set up regular meetings at the start to understand where we were and to roadmap our immediate priorities. We were easily set up on the ticketing system, which was all totally transparent, so we had visibility of where things were at. Now, we have established a regular cadence of meetings to suit business as usual, but when things pop up, the team is there to answer our calls and emails very quickly.”
In that early phase, more than 100 enhancements and changes were scoped out and implemented, positioning RSM to achieve greater benefits from their D365 environment.
“There are a lot of automation pieces here that help us to get work done. We can create workflows and understand the potential implications.”
By digging deeper, Data#3 was able to help RSM better align D365 with the activities of the business, so that staff time could be saved on repetitive tasks and refocused on the customer service they are known for.
“We applied some automation based on principal clients. It used to be extra work for a partner to go in and check a box to say a client now needs tax updates. Now, when a contact changes to client status, that checked box can happen automatically. We have been able to add functionality to apply different rules for clients and contacts with changes triggered automatically, saving manual effort.”
The challenges that RSM faced in the initial D365 rollout had hampered enthusiasm for the product – but this is something Carvosso said had been turned around, with positive results encouraging greater engagement.
“Rolling out new technology and getting people to adopt it can be scary, if not outright off-putting. Now we have support to make it fit for purpose, so it helps people with what they are trying to do in their day-to-day jobs.
“Before we didn’t have the technical expertise to be able to make it work for them. We can now go to the stakeholders and understand their business priorities and make the system work for them, not the other way around,” explained Carvosso.
That expertise doesn’t only come from the Data#3 team. Carvosso’s group was keen to gain skills and confidence in working with D365, so they could handle the more straightforward requests while still calling on Data#3 for more complex changes.
“We learned a lot very quickly from the team. They shared best practices and how they prefer to be briefed – it was a different realm to what we were used to. We learned a lot about best practices for change requests from them,” Carvosso said.
“That has been great as it does help us too, to get a better brief, we know the right questions to ask. The Data#3 team has been helping us upskill, so we can use them for their technical expertise rather than day-to-day actions. It has been an opportunity for us to learn and develop as we continue the relationship.”
With early difficulties unravelled and a faster time from request to completion, the RSM team has observed a change in the way they are perceived by the users they support.
“We have been given the confidence and credibility to go back to our team when they have questions or development requests, and we have a hundred percent certainty that we have a process in place. We pitch it to our change advisory group and come back with solutions. The refined process means we have a hundred percent confidence when we report back to the business.
“Like any new relationship it took time to get to know one another – but when we started to report small wins back to the business, we could see the confidence building among end-users, in the platform and in us,” said Carvosso.
It is not only users who are able to work more effectively now. Carvosso’s team has also had a weight lifted from their shoulders.
“We are spending time better, not stressed about the time we are spending and worrying about having to fix problems. If we are notified of an issue, we put it on the list and know it is being taken care of. We’re able instead to spend our time educating and upskilling people on how to use D365 better rather than having to apologise for what it can’t do. “We have learned from Data#3 how to prioritise requests from inside the business and have a better idea of how much time and effort it will take. We have the confidence to think outside the box now, and before we go to Data#3 we consider if we can fix something internally.”
We have learned from Data#3 how to prioritise requests from inside the business and have a better idea of how much time and effort it will take. We have the confidence to think outside the box now, and before we go to Data#3 we consider if we can fix something internally.
Helen Carvosso – Director of Marketing, RSM Australia.
Part of RSM’s longevity is down to the business focusing on its strengths and understanding where it pays to seek expert help. Working with a partner that complemented RSM’s strengths and shared the same long-term view has been a game-changer for Carvosso.
“Data#3 showed that they very much see it as a long-term partnership, so when they scope something out, they are not creating a rod for their own back by making changes without question. They take time to make sure the outcome will really be what the business needs, even if it is not what we originally asked for – they push back if it is not the right thing.”
For someone that does not come from a technology background, Carvosso found the process unexpectedly enjoyable.
“Their biggest strengths were their patience and expertise. They will invest the time to understand where we are coming from and the challenges we face, they have empathy around that and offered solutions based on their technical expertise. “They had an understanding of us as a professional services firm, an understanding of our language and the nuances. They built a rapport, had a real sense of humour, and made it fun, not scary. It’s easy, they are like an extension of our team, and we know we can count on them.”
You may have heard that AI is the best thing since the invention of computers, or that it is costly and confusing. Both of those things can be true, and it all depends on your approach. The potential rewards of Microsoft’s flagship AI offering, Copilot, are phenomenal, but reaping them doesn’t happen by chance.
If you want the reported productivity gains and profitability boosts, there is definitely an easy way and a hard way. The planning and implementation of Copilot are critical stages, and so too is the ongoing assessment and management, which is where the recently launched Copilot Analytics comes in. Copilot Analytics is a powerful new tool designed to help organisations measure the adoption and business impact of AI-powered assistants like Copilot. This exciting development will help to safeguard AI investment and to tap into greater potential.
Copilot Analytics is part of the new Copilot Control System, which gives IT and business leaders the tools they need to confidently adopt Copilot and agents. Available through the Microsoft 365 admin centre, the Copilot Dashboard, and Viva Insights, the newcomer lets you tailor Copilot reports with your business data or create custom reports with organisational attributes and longer usage data sets.
Copilot Analytics gives more granular controls, so that you can drill down into data by department, user type, or job function, for example. This allows organisations to identify where they are getting best value from their Copilot licenses, where users need extra help, and which licenses can be reallocated. The license includes access to Viva Insights Premium at no additional charge for those who purchase Microsoft 365 Copilot licenses.
Our Copilot experts have been working hard on a solution that helps Data#3 customers to make the most of these new capabilities. We’ve developed custom reports and dashboards that are ready to go, so you can quickly analyse and track your organisation’s adoption of, and benefits achieved, using Copilot, without having to start from scratch. You can:
We were very fortunate to participate in Microsoft’s Early Access Program (EAP) for Copilot, giving us the chance to get a head start – and this extra experience has given us first-hand understanding of common challenges such as limited toolset capabilities, aggregate data reporting, lack of granularity, and time constraints. We wanted our solution to come with the expert support needed to make Copilot really deliver on its promise.
To do this, we developed custom reports and dashboards, so you can track the deployment of Copilot across your organisation, understand how usage metrics translate into potential time and cost savings, and identify areas for further deployment.
Much as AI is an exciting technology, there will inevitably be some users who embrace the opportunity eagerly, while others will be more reticent or lack confidence. Using the custom reports developed by our Copilot team, you can evaluate the effectiveness of training initiatives, identifying low adoption areas, and designating top users as Copilot champions.
According to McKinsey, generative AI could increase corporate profits by a massive US$4.4 trillion per year, thanks to productivity and efficiency gains. Copilot Analytics is an essential tool to help your organisation to unlock those gains, and to establish yourself firmly in the AI wins column. For more information on Copilot Analytics, M365 Copilot or any of Microsoft’s AI solutions, please contact our AI experts today.
The Royal Flying Doctor Service (RFDS) (Queensland Section) depended on disparate data sources and wanted to integrate aircraft, patient, and crew data to provide a clear picture of availability. This integration was particularly essential for day-to-day operations to ensure they could provide the ‘finest care to the furthest corner.’
“The work we’re doing ensures that pilots, nurses, and doctors have the right information. Rather than a 000-dispatcher calling multiple places to find the right aircraft, we can tell them straight away. For example, we had a critically ill patient who needed to travel to Brisbane, and we could see that the closest crew was not the best match for the patient’s needs and could immediately locate the best option,” said Nick Warwick, Data Integration and Analytics Manager, Royal Flying Doctor Service (Queensland Section).
In this video, discover how RFDS utilised the power of Microsoft Power BI, Azure Functions, Power Apps, and Flow workflows to deliver digital transformation that helps save lives.
With more apps, devices and data than ever to navigate, you need a business partner that can guide and support you throughout your IT modernisation journey. Data#3 holds the highest level of partner accreditations across the Microsoft ecosystem. With expertise that extends from the network and the cloud, to the datacentre and workplace, you can rely on our expert team to guide and advise on the best technologies to meet the demands of the changing workplace.
Contact our team of specialist today to discover how you can transform your organisation with Data#3.
Data. To borrow a quote from Winston Churchill, “It’s a riddle, wrapped in a mystery inside an enigma”, but let’s just refer to it as the data enigma for now. What does that mean, and why should you care?
Data represents the promised land of customer insights, better decision-making, and hyper-personalised offerings for customers. When organisations capture every engagement, transaction, decision, click, search, and idea, they have all the data they need, just waiting to be analysed and mined for insights. Or so it may seem.
Having all the data you need doesn’t mean it can all be used. In fact, too much data can be as big of an issue as not enough as it doesn’t automatically transform into opportunities, reports, charts, recommendations and, ultimately, actions by itself. It takes a lot of work to organise, maintain, and restructure your data to meet your needs. For years, the promise of data analytics kept coming up against the realities of data silos, structured and unstructured data, and no coherent way to connect data from different systems.
In the early years of data analytics, this became the IT Department’s problem as they had the tools and the expertise (later aided by data engineers and data scientists) to extract, transform and load data (ETL tools) into a single repository before undergoing deduplication and standardisation so that it could be used in static reports. The challenge was that these reports quickly became outdated and couldn’t meet the evolving needs of the business. Any changes to fix them often required days, sometimes even weeks before an updated version would be available. However, there was still enough value being realised for the analytics market to continue evolving.
During this evolution, the development and availability of self-service tools like Power BI enabled citizen data analysts to arm themselves with the skills needed to create their own reports and dashboards, reducing the dependency on IT.
This sped up the time-to-value of analytics, starting an arms race where the speed of insight generation became a key driver of business success, and the next phase of data analytics began. However, with each department doing its own reporting, multiple versions of essentially the same report would exist. The insights extracted could also vary considerably depending on which sources of the data the author had access to, and how all the disconnected data was assembled.
However, the original problems of disconnected data and data siloes still existed, compounded by a number of things organisations kept doing that would hinder their data analytics journey, such as:
This is essentially the data enigma: having everything you need – the data, the tools and the promised benefits, but you still can’t or don’t take the steps to realise those benefits. The data is the answer, but also the core problem.
The value of analytics has been proven repeatedly, yet many organisations still haven’t taken the steps to do something about the data challenges that hold the promise of analytics back.
A 2022 report by NewVantage Partners backs this up when it comes to organisations becoming data-driven. Only 39.7% of organisations reported they were managing data as an enterprise business asset, and just 19.3% say that they have established a data culture. Yet this same report indicated that 97% of participating organisations are investing in data initiatives, with 91% also investing in AI.
This shows that most organisations can see the promise of getting analytics right and that AI will likely hold the key to truly transforming the analytics market and what’s possible. Enough has been written about the transformative power of the recent advances in AI technology, so we won’t dig deeper into that topic in this blog, but it is important to remember that the consequences of this change will be profound. Organisations that can’t or don’t embrace an AI-enhanced, data-driven capability will have a serious disadvantage.
Getting started on the principles of an AI data-driven culture may only require you to look closer at your Microsoft 365 subscription. With Power BI included in the Microsoft 365 E5 subscription, organisations already have what they need to turn data into insights and get more value from the investments they’ve already made. With AI insights in Power BI, organisations can also use pre-trained machine learning models that enhance data preparation efforts. With Text Analytics and Vision in Power BI they can apply different algorithms from Azure Cognitive Services (without needing an Azure Cognitive Services subscription) to enrich data in Power Query.
Using these powerful, self-service analytics tools puts you on the data journey path. To get started, though, maybe you should ask yourself, “What is the cost of doing nothing?”
Sounds simple, but we all know it’s not easy. In fact, 80% of Data#3 customers reported that “not knowing where to start” was a key barrier. Also, ensuring alignment between IT teams and business decision-makers is a key success factor before any data journey is taken, as is minimising common mistakes so that a tangible ROI can be achieved.
Data#3’s dedicated analytics practice was built to manage this scenario. Our Data Journey Map was designed to help solve all your complex data challenges and turn data into actionable insights, no matter where you are on your data journey.
There are five components of the data journey:
Every business we speak to has made some form of attempt to harness the power of data analytics. Some are successful, but most are still in the early stages of effectiveness. The challenges holding analytics back can all be traced back to data and the lack of progress towards becoming a data-driven enterprise.
With the power of cloud services, AI and the pace of innovation and competition, a new era of data analytics is here, and businesses need every advantage they can get to ensure they’re not left behind. Your data contains the answers – you just need to know how to get the insights out.
At Data#3, we have developed Analytics Accelerators that leverage our 5-step engagement process to ensure you achieve specific outcomes. These include:
One thing is certain, the insights shared in this blog highlight a clear message: the time to act is now. Our team of Analytics and AI specialists are ready to help you decipher the data enigma for your organisation. Get in touch today to discover how we can help you develop a strategic plan that enables you to fully leverage analytics and AI in your daily operations.
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Adobe‘s latest report, “The Future of Digital Work: Australia” is an eye-opening exploration into the nuances of digital transformation and adaptation and its impact on the productivity of workers in Australia.
This comprehensive report, based on a survey conducted in April 2023 among 506 Australian knowledge workers, provides unparalleled insights into the intricate relationship between technology, productivity, and workplace satisfaction. Among these respondents were 76 influential leaders in roles such as Directors or above, alongside 430 employees, all actively engaged in leveraging digital tools within their daily work activities.
In partnership with Adobe for over 20 years, Data#3 stands at the forefront of digital transformation in Australia. Data#3 is Adobe’s premier Australian partner, renowned for simplifying licensing and optimising software investments.
With a dedicated team of Adobe specialists, Data#3 is committed to guiding organisations through digital evolution, leveraging Adobe’s pioneering technologies and industry-leading platforms. From PDF innovations to creative solutions, this partnership ensures a seamless transition into the digital realm, unlocking unprecedented potential for businesses across Australia.
As the future beckons a landscape shaped by technology, Adobe’s “Future of Digital Work: Australia” report serves as a compass, guiding organisations through the complexities of digital adaptation.
Coupled with Data#3’s expertise, it promises a transformative journey toward a more efficient, productive, and technologically empowered future of work. Download the report now and embrace the future of Australian productivity!
The Royal Flying Doctor Service (RFDS) (Queensland Section) was dependent on disparate data sources and wanted to integrate aircraft, patient, and crew data to give a clear picture of availability.
Having worked together previously, the RFDS (Queensland Section) identified that Data#3 had the capability to tackle a highly complex data integration project, working through rigorous proof of concept stages to completion.
When we could say we had the systems and processes in place that were trustworthy and reliable enough to get our operations centre up and running, it was a huge milestone.
Nick Warwick – Data Integration and Analytics Manager, Royal Flying Doctor Service (Queensland Section)
The Royal Flying Doctor Service (RFDS) is a charitable organisation that delivers primary healthcare and 24-hour emergency services to rural and remote Australians. Supported by a vast number of volunteers and supporters for more than 90 years, the RFDS holds a special place in the heart of the nation.
As one of the largest aeromedical organisations in the world, the RFDS faces unique operational hurdles. The crews and aircraft at the frontline work beyond the reaches of consistent data connectivity, so providing service involved considerable manual effort.
Before the RFDS was founded in Cloncurry in 1928, Australians living in remote locations had to travel by horseback, cart, or even camel to reach medical help in an emergency. Since then, the fleet has grown to 79 aircraft that operate from 23 bases across Australia.
The RFDS has expanded its services to include primary health care clinics, patient transfers, research, and a host of other essential care. Data Integration and Analytics Manager (Queensland Section), Nick Warwick, said that modernising the mainly manual RFDS systems was essential to ensure the Service could continue to provide the finest care to the furthest corner.
“One of the biggest challenges is that we operate off-grid, where there is no phone data or internet. If we can get data at all, it is usually slow, with very high latency, low bandwidth, and poor connectivity.”
“In the sky, there is limited connectivity – we have satellite phones and tracking, but we’re not about to be streaming Netflix, and the cost of streaming data is prohibitive. As a result, we operated with a lot of paper-based processes, with many standalone apps operating offline,” explained Warwick.
As well as receiving much-appreciated donations from the public, the RFDS also accepts funding from both state and federal governments. Both levels of government supported the RFDS quest to modernise and innovate, and Warwick said moving away from paper-based systems represented an opportunity to improve care.
“It is all about how we can look after the patient better. Queensland Health has been moving all hospitals to electronic records, and we looked at how we provide information to the receiving hospital, and how the information we add works into that process.”
In addition to integrating patient data from multiple sources, the RFDS (Queensland Section) wanted an Operations Control Centre for the fleet that would have accurate, near-real time data about its fleet and crews. The potential for increased efficiency and faster response times was an important driving force.
“If, for example, a hospital needed a patient transferred, they would ring Retrieval Services Queensland, a service attached to the 000 centre, who would then ring around to find pilots and nurses who were available and had the right skills for the specific job,” explained Warwick.
“We wanted better situational awareness of available flight crews and availability so we could respond to calls faster. In Queensland we have 22 aircraft and 11 crews, and we’re operating 24/7 ready to do medical retrievals. Different aircraft have different capabilities; all nurses are intensive care specialists, most are midwives, and all aeromedical doctors are anaesthetists or intensive care experts. We always need to make sure we send the right combination of specialists when responding to calls.”
There are many considerations for dispatchers. Some aircraft have cargo doors, necessary for certain situations, or have capacity of multiple stretchers, while others may be better suited to landing on outback dirt strips. The dispatcher must rapidly assess and make decisions based on patient needs, location, pilot, and crew skills and even the aircraft itself.
“We had a duty tasking officer whose job it was to advise Queensland Health from the moment of the request, organising everything that was needed for the best patient outcome from assigning the right aircraft and crew, through to making sure that the receiving hospital was ready for them and had a bed reserved.”
Much of the needed information that documented aircraft capabilities and crew skills was held offline, so the tasking officer would have to manually look through hard copy information in multiple locations before an aircraft and crew could be sourced. A task that required manual checking of every piece of information, often with several phone calls.
“We were depending on paper-based processes and stand-alone systems, with someone figuring out what aircraft had what capabilities, and remembering it all in their head. We asked ourselves, how do we get our records all available electronically, and get our systems talking? The goal was to get the right information to the right person at the right time,” outlined Warwick.
“We couldn’t find anything commercial off-the-shelf that would do the job of emergency and flight planning for an airline where we have no advance knowledge of where we’ll being flying to on any given day.”
The RFDS (Queensland Section) began to automate some processes, extract simpler data, and load it into their data warehouse. They gained the ability to run some reports however they were not in real time. They still needed to integrate patient and aircraft data, and to find a way to display the information. All this needed to be managed within a strict budget, as the RFDS team was very conscious of their responsibility to get the most from every dollar of funding.
“We had to find all the bits of information and get them into a spot we could use. Prior to coming on board, Data#3 had done some work with the RFDS around data processing strategy to produce reports. We were initially looking at Azure Data Factory and had done discovery work, and we chose to work with Data#3 and their partner Lynkz for a proof of concept to show if it would work and prove beneficial,” explained Warwick.
“As we evaluated the cost, we realised that Azure Data Factory would not be the right tool, and the team identified that Azure Functions applications would be better suited. We rebuilt the prototype, and it exceeded performance and costing expectations.”
Azure Functions is a serverless solution that allows you to write less code, cut infrastructure requirements, and reduce costs. With the needed resources residing in the cloud, and streamlined development, the affordability factor soared.
Part of the limited proof of concept, for a single view of aircraft information, was the build of a simple dashboard displaying real time details. Even then, Warwick said that getting the go-ahead was “by no means a given”, and the project was put through a strict approval process to ensure that it offered significant value to patients and staff.
“Azure Functions was a much better cost of operations model for us, and we continued to build out the model and started hooking up new systems and looking at the quality of data. It was a real collaborative effort between RFDS, Data#3 and Lynkz,” said Warwick.
As more systems were integrated, some were determined to be no longer fit for purpose, and alternatives were considered for functions such as flight manifests and tracking.
“Data#3 helped us to design and build a new manifest system, and we chose a new partner for a flight tracking system that sends API calls. The capability of our system is now far more advanced than we had previously.”
A key moment was the launch of the RFDS (Queensland Section) Operations Control Centre. This was made possible when key systems were integrated successfully and marked a milestone on RFDS’ commitment to growth in innovation.
“We can now see exactly where we are, whether any of the crew has limitations we need to be aware of, we can see their location, and no longer have to make calls to know where people are, the information is just there. When we look at the board, we can see information about aircraft maintenance needs, and understand the current situation.
“At a glance, we know which aircraft is loaded with NICU (neonatal intensive care unit) equipment, or which staff are available with the right specialist skills. If we’re asked a question, we can just look up and see it on a big display board that shows real time information,” Warwick said.
Display boards are also installed in each of the RFDS locations around Queensland, so that wherever they are, crews, support staff and engineers can access accurate information at a glance.
“The work we’re doing ensures that pilots, nurses, and doctors have the right information. Rather than a 000-dispatcher calling multiple places to find the right aircraft, we can tell them straight away. For example, we had a critically ill patient who needed to travel to Brisbane, and we could see that the closest crew was not the best match for the patient’s needs and could immediately locate the best option.
“At the Operations Control Centre, we have integrated flight systems, manifests, and tasking systems plus the first of our clinical systems, so instructions can be preloaded onto the clinician’s iPad, used offline during flight and the data uploaded at the other end. We can be saving five to ten minutes per patient by passing data over, and the process can remove up to half an hour in tasking communications.”
It’s not only in the Operations Control Centre that efficiencies have been realised. Warwick noted a reduction in effort when aircraft come in for servicing. Engineers can quickly notice when an aircraft will be waiting for a few hours for a patient’s return journey or a hospital handover, thanks to the screens in each location.
“We can now show clearly which aircraft are on call, and which aircraft our engineers can work on. When an aircraft is on the tarmac, engineers can know whether they have time for routine maintenance. Now we have visibility of information, we can improve our operations and work more efficiently.”
For Warwick’s IT team at RFDS (Queensland Section), one of the key success factors was knowledge transfer, with Data#3 specialists providing documentation and helping internal resources to gain confidence in working with Azure Functions.
“We knew at the end of phase one there would be a disengagement process, and if we were successful, we would have produced what was needed and have the skills to maintain it, and this was absolutely achieved.”
We have connectivity options at every site we operate. We’re looking for ways we can improve telehealth, and how we can put equipment like cardiac monitors and diagnostic equipment where they’re of most use.
Nick Warwick – Data Integration and Analytics Manager, Royal Flying Doctor Service (Queensland Section)
With real time information available on screens at each of the RFDS (Queensland Section) locations, the project has been highly visible within the organisation. This has led to demand for additional data to be integrated as the possibilities are considered. Warwick said that the project has highlighted the core RFDS spirit.
“As an organisation, innovation is at the core of what we do. In 1928, nobody had used planes to transport sick people. We’re always looking for the best ideas. Our aircraft now have stretcher loading systems to go straight from the aircraft to ambulance. We have connectivity options at every site we operate. We’re looking for ways we can improve telehealth, and how we can put equipment like cardiac monitors and diagnostic equipment where they’re of most use.”
As an organisation, the RFDS is ever conscious of spending funding wisely, and this impacts the way that technology projects are approached. This makes proof of concepts especially important, and Warwick said that “we’ll give it a go but stop if it doesn’t work”, something that requires a supportive technology partner.
“Data#3’s biggest strength was their attitude. The account manager saw us as a relationship, and had a professional, constructive approach based on mutual respect. They could see what we were trying to do, and their attitude was that we will find a way together to make it work,” praised Warwick.
“If we had more work, there was always give and take, and they were able to find another person.”
Looking to the future, the RFDS has plans to roll out additional services that are much needed by the remote and rural Australians they serve. Warwick said that as well as increasing demand for primary care and dental clinics, the health practice now offers youth mental health care, maternity health, and operates a system of medicinal chests that he hopes will be integrated, so that status can display for the operations centre staff.
“We’re considering projects around geospatial technology, so that when someone calls needing help, we can get lifesaving medications to them from the medicinal chests faster than an aircraft can arrive.”
Given the RFDS spirit of innovation, it is unsurprising that Warwick sees modernisation efforts less as a project with a start and finish and more as an ongoing progression where there will always be opportunities to improve services as new technologies emerge. There’s “no endpoint” when striving for the best patient outcomes. Still, he said it’s also important to reflect on the advances already made.
“When we could say we had the systems and processes in place that were trustworthy and reliable enough to get our Operations Control Centre up and running, it was a huge milestone.”
In an era where technological advancements outpace our imagination, keeping up can be as daunting as it is exciting. In 2023 specifically, we have seen remarkable strides in Digital Identity, Cloud and Edge Computing, and Generative AI. These strides are just the beginning of how technology continuously surpasses our wildest imaginations, presenting both thrilling opportunities and formidable challenges in staying informed and adaptive.
At Data#3, with 46 years of experience, our team has navigated through many significant transformations in the tech landscape, always making it a priority to share the expertise and learnings to help organisations navigate the road ahead.
As the year begins, we believe this is a great opportunity to reflect and prepare for the year ahead, which will undoubtedly bring forth even more transformative advancements.
To help you get started, we’ve curated a list of must-reads to help kickstart your technology journey in 2024.
Data#3 was proud to be one of only 600 companies globally to join the Microsoft 365 Copilot Early Access Program.
Join Data#3 Modern Work Solution Sales Specialist, Mark Pattie, in this exciting new series that dives into Microsoft Copilot. Explore the risks and benefits of AI so you can choose the right Microsoft Copilot for your journey.
1. Unlock AI transformation 2. Navigate generative AI safely 3. Find your AI Copilot
In our digital-infused world, finding an enterprise without some sort of cloud presence is nearly impossible. But how do you keep it secure?
Join Data#3 Solution Lead for Infrastructure, John Thiele, in this series as he explores how you can better manage operational risks in hybrid cloud environments, with a focus on cloud governance, Azure Arc integration, and strategies to streamline security, monitoring, and compliance across diverse cloud platforms.
1. Managing operational risk 2. Managing governance risk
Did you know that adopting Device as a Service (DaaS) can lead to operational efficiency, productivity gains, and reduced IT complexity?
Join Data#3’s National DaaS Specialist, Scott Burridge, as he dives into how DaaS can help empower your organisation for success by simplifying IT management, enhancing security, and improving employee experiences in hybrid work settings.
As the complexity of network infrastructure escalates, intent-based networking is quickly becoming the go-to solution for enterprise teams to solve the challenges of security, hybrid work models, provisioning, configuring, and troubleshooting today’s increasingly complex networks.
This infographic will help you harness the security advantages that intent-based networking can bring to your organisation in 2024.
Nothing is better than that fresh, out of the box feeling of a new device and accessories that help you hit the mark every time. Here’s a sample of the technology available to start your year on the right foot.
HP Gen Series 10 Microsoft Surface Hub 3
Microsoft Surface HP and Poly Accessories
This only represents the tip of the iceberg in terms of the insights and expertise our team offers. Embrace the future with confidence and curiosity. Visit the Data#3 Knowledge Centre to gain more insights into the ever-evolving world of technology in 2024 from our expert team. Let’s deliver the digital future together!
Get ready for JuiceIT 2024! Join us for a day filled with informative presentations, demonstrations, and showcases from world-leading technology vendors. This is an unmissable event in Adelaide, Brisbane and Perth for IT decision makers and managers.
Register your interest now to secure your place at this must-attend event on the IT calendar!
Since we began our journey exploring AI, we’ve unlocked the power of AI transformation, learned about the risks of generative AI and discovered how you can keep your organisation secure.
As the official launch of Microsoft’s series of AI Copilots draws closer, anticipation continues to build. The promise of untold changes and improvements to productivity, collaboration, and the way we work is on the horizon – but with so many options out there, it’s difficult to know which AI tool will be the best fit for your organisation.
To help you prepare for the arrival of Microsoft’s Copilot, we’ve put together a guide to give you an overview of all the Copilots that are coming (and no, it’s not just the one). We’ll dive into the features and uses of each so you can make an informed decision when choosing a Copilot – or Copilot combination – for your team.
The flagship Copilot and the one most people have heard of is Microsoft 365 (M365) Copilot. It’s an in-built assistant that integrates into the productivity applications many teams use and rely on every day, such as Teams, Word, Excel, and PowerPoint. It aims to streamline your workday and takes on tedious tasks so you don’t have to anymore, such as generating meeting notes, providing draft documents in seconds, and designing presentations in PowerPoint.
As with all other generative AI tools, Copilot draws upon a large language model (LLM). Essentially, it’s trained with vast amounts of data so it can comprehend existing content and generate fresh content.
Who’s it good for?
Any teams whose jobs involve creating content, analysing data, or communicating through collaborative applications. In our opinion, M365 Copilot will be a game changer across almost every industry because of its extensive use cases. We talk to this in more detail in some of our other blogs, but the short answer is – any knowledge worker will benefit from using M365 Copilot.
Formerly called Viva Sales, Microsoft’s Sales Copilot provides a streamlined, AI-powered selling experience, without the need for manual data entry. Like M365 Copilot, it seamlessly integrates into the applications sales professionals use daily, such as Microsoft 365, Microsoft Teams, and customer relationship management (CRM) technologies, like Dynamics 365 or Salesforce. It helps sales teams do what they do best, without the need for notetaking during meetings; meetings can be recorded and transcribed using conversation intelligence technology for accurate summaries.
It can also assist sales professionals in a number of other ways, such as providing feedback and helping develop sales skills, understanding the overall sentiment of calls for helpful suggestions, and tracking conversation KPIs, such as talk-to-listen ratios.
Who’s it good for?
You probably guessed it from the name – sales teams. It’s the ultimate assistant to sales professionals, making sure they’ve got the time to make meaningful connections with your customers without being bogged down by manual admin tasks.
Microsoft’s Security Copilot is a security-specific model also drawing upon LLMs, powered by OpenAI. It helps security teams easily detect, identify, and prioritise threats. Incorporating a growing set of security-specific skills, it’s informed by Microsoft’s unique global threat intelligence, receiving more that 65 trillion daily signals.
Security Copilot provides enterprise-grade security and meets all privacy compliance regulations, as it runs on Microsoft Azure’s hyperscale infrastructure.
Who’s it good for?
It’s not designed to replace humans, but it’s an incredibly helpful assistant to cyber security teams, providing speed and scale for tasks that require significant output like incident response, vulnerability scanning, and patching.
A joint effort by Microsoft, GitHub, and OpenAI, GitHub Copilot is a cloud-based AI tool design to help developers write code faster. It contextualises based on existing comments and code to instantly suggest individual lines and whole functions. It’s available as an extension for Visual Studio Code, Visual Studio, Neovim, and the JetBrains suite of integrated development environments (IDEs).
Who’s it good for?
Developers who want to streamline processes and generate code more quickly. As it’s trained on billions of lines, it’s able to autocomplete code in seconds, making coding significantly faster – allowing developers to focus on solving bigger problems.
Windows Copilot is designed to enhance the Windows 11 experience, with a focus on aiding creativity and productivity. It integrates Bing search with the Edge browser, drawing upon the OpenAI model and Microsoft’s Prometheus model for a new user experience. It’s another in-built assistant that can offer help by performing tasks like offering tech support, answering questions you would otherwise ask a search engine, or summarising documents.
Who’s it good for?
Windows Copilot is great for anyone working in creative industries, or those who need to do significant amounts of research during their workday. It helps you prioritise bringing ideas to life, collaboration, and working on complex projects, without spending extensive time searching for information and working across multiple applications.
Another Copilot harnessing the power of LLMs, the AI Copilot for Power Apps allows natural language authoring of apps, moving away from the traditional custom code or the recent low-code development environments. By using a few words in natural language, users can interact with this Copilot to describe exactly what they’re looking for from the app, including the data behind it. It’s then automatically created and is adjustable based upon user feedback.
Who’s it good for?
Anyone who has ideas for apps they want to bring to the market but doesn’t have the coding knowledge or experience previously needed to create one. It’s a game changer that evens the playing field, making it easier than ever to create and share new ideas.
Microsoft Fabric, is an analytics product that centralises all of an organisation’s data and analytics in one place. It combines the best of Microsoft Power BI, Azure Synapse, and Azure Data Factory into one unified software as a service (SaaS) platform.
Copilot in Power BI combines advanced generative AI with corporate data to assist users in gaining, and sharing, insights faster. You can simply describe the insight you need, or ask a question about your data, and Copilot will analyse and consolidate the data into a report – turning data into actionable insights, instantly.
Who’s it good for?
Microsoft Fabric and Copilot in Power BI is ideal for data engineers, data warehousing professionals, data scientists and analysts, and business users to harness for seamless collaboration. It assists in fostering a well-functioning data culture across an organisation.
Looking for more advice on how to integrate a Copilot into your team?
Data#3 is Microsoft’s biggest Australian partner, and one of only 600 organisations globally invited to take part in the Copilot Early Access Program (EAP). Contact us today to discover how our M365 Copilot Readiness Assessment can help you prepare for take-off and improve productivity across your organisation.
In the first leg of our journey we explored AI transformation and how you could unlock the power of AI for your organisation. Our second leg takes us on a descent into the world generative AI as we explore what you can do to keep your organisation secure in the wave of AI transformation.
The topic of AI is permeating almost every industry. The incoming wave of AI transformation promises major leaps in potential for productivity, creativity, and collaboration.
However, as with any new technology, it also comes with an array of potential risks that need to be addressed. Open-source generative AI models, such as ChatGPT, learn from user input to shape their output, which means they may inadvertently include proprietary data in generated responses. This could result in a range of adverse outcomes and could even jeopardise your organisation’s competitive advantage, compromising customers’ or corporate intellectual property, and violating confidentiality agreements.
The use of generative AI by employees of organisations leads to privacy, security, and regulatory implications. Let’s be clear, AI is here to stay and it’s well-worth getting on board with. However, your organisation needs to consider potential issues to make the most of the benefits while minimising risk. There are a few common concerns we’re hearing surrounding the use of AI. In this blog we’ve compiled these concerns along with some potential mitigating strategies you could put into place to help alleviate them.
The rapid pace at which generative AI technologies are rolling out is making it impossible for laws and policies to keep up. We’re operating in a legal grey area surrounding the use of AI, a grey area that prompts a lot of questions. For example, who’s liable if AI generates a false piece of information, or exposes sensitive information such as patient information in generated content from an open-source generative AI model? Or what happens if AI generates a piece of content that violates copyright of existing content?
Governments, regulatory bodies, and legal professionals alike are attempting to tackle the fast-moving AI landscape – but when the technology changes every day, it’s a relentless task.
It’s always best practice to review your regulatory compliance obligations and to consider legal implications and protections to ensure you’re across the most up to date requirements for your organisation, but that doesn’t mean there’s nothing you can do on the frontline.
AI governance and policy making can’t be left solely to governments or other statutory bodies. Every organisation that utilises AI will need its own guardrails in place to regulate its use of AI. It is shifting rapidly, and any policies you put in place to address AI use won’t be set-and-forget. You’ll need to have regular, stringent review processes in place to protect your organisation.
Make sure you’re having open conversations with your employees about what AI use within your organisation. This includes acceptable use of AI, what can and can’t be provided to large language models, and how the private versus public offerings vary (for example CoPilot versus ChatGPT). This must be done with a lens of protection of your sensitive corporate data (including that of your customers) while protecting your corporate IP., Adopting AI may seem daunting for your organisation,, but the productivity gains are well worth the risk tradeoff that AI can offer.
Concerns about privacy and security risks resulting from generative AI are some of the most pressing. The inherent nature of generative AI – as it relies on inputted data to comprehend or generate content – means it has access to significant volumes of data, some of it containing personal or sensitive information. This raises concerns both about how this data is being stored and used by AI software, and who can gain access to it. Some companies have even banned certain AI tools because of privacy and concerns about data leakage.
AI can be used to enhance cyber security efforts, but it simultaneously can pose security risks. Generative AI tools can be used for malicious purposes just as easily as well-intentioned ones. It’s easier than ever for hackers to use these tools to generate malicious code – we can’t forget that malicious actors are receiving all the same productivity benefits from generative AI that we are.
If you’re actively engaging with AI within your organisation, it’s more important than ever to ensure you’re continually renewing and strengthening your security posture. You also need to have in place robust data protection measures to prevent unauthorised access to, or misuse of, sensitive information. Ensuring security is regularly reviewed, permissions applied, and a solid information classification and protection solution is deployed is essential to protect your corporate data.
Generative AI models operate as ‘black boxes’ – there’s no way to understand their decision-making process. This lack of transparency can lead to a lack of trust in AI applications, from employees, customers, and other stakeholders. Accountability is also a big question mark, tying into the similar concerns surrounding privacy and security. If sensitive information is leaked because of an AI tool, who should be held accountable?
As AI continually shifts and changes, so do societal expectations, thoughts, and opinions around its use. During this transitionary period, it’s critical for businesses to ensure the ethical, transparent, and responsible use of AI technologies. What this looks like may change day-to-day, so striving for transparency will be an ongoing process for organisations.
The internet is already rife with misinformation, and generative AI is not immune to contributing to this. While the majority of generative AI tools available on the market are mostly accurate, they’re not infallible. There’s been reports of a phenomenon referred to as ‘AI hallucinations’, where tools such as ChatGPT has confidently stated entirely incorrect information.
Taking advantage of generative AI is great for the productivity benefits, but it’s important to not get too reliant upon them, and to not take information given to you by AI as gospel. These tools can, and do, make mistakes. Information generated by AI still needs to be thoroughly vetted before you put it out to the market, to avoid producing misinformation and dealing with corresponding reputational damage.
There are also concerns that AI will become too efficient and end up eradicating certain jobs – or even entire industries. Routine and repetitive tasks have always been susceptible to automation, and the new wave of AI has furthered this. Preparing workforces for new skill requirements and identifying opportunities for human-AI collaboration is going to become essential in this new landscape. Jobs will start looking different as AI advances, and there will need to be rapid mindset shifts in most industries as these changes occur.
Linking to the earlier concern surrounding AI hallucinations – at this point in time, there’s definitely still a real need for human evaluation and vetting of AI produced content. Generative AI can certainly help speed up certain tasks, but it’s not perfect, and you may need to point this out to your employees to alleviate any concerns around AI-induced job losses. Training is a good way to go about this – for your organisation to fully adopt AI, you’ll need to invest in training to ensure your team’s AI literacy is up to date.
At Data#3, we’re at the forefront of engaging with generative AI, and we’re here to help you along your AI journey. Contact us today to find out how we can help you implement AI into your organisation – securely.