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Must-Ask IoT Questions: How Will You Manage Operator Contracts And Connections?

In a future teeming with robots and artificial intelligence, humans seem to be on the verge of being crowded out. But in reality the opposite is true.

To be successful, organizations need to become more human than ever.

Organizations that focus only on automation will automate away their competitive edge. The most successful will focus instead on skills that set them apart and that can’t be duplicated by AI or machine learning. Those skills can be summed up in one word: humanness.

You can see it in the numbers. According to David J. Deming of the Harvard Kennedy School, demand for jobs that require social skills has risen nearly 12 percentage points since 1980, while less-social jobs, such as computer coding, have declined by a little over 3 percentage points.

AI is in its infancy, which means that it cannot yet come close to duplicating our most human skills. Stefan van Duin and Naser Bakhshi, consultants at professional services company Deloitte, break down artificial intelligence into two types: narrow and general. Narrow AI is good at specific tasks, such as playing chess or identifying facial expressions. General AI, which can learn and solve complex, multifaceted problems the way a human being does, exists today only in the minds of futurists.

The only thing narrow artificial intelligence can do is automate. It can’t empathize. It can’t collaborate. It can’t innovate. Those abilities, if they ever come, are still a long way off. In the meantime, AI’s biggest value is in augmentation. When human beings work with AI tools, the process results in a sort of augmented intelligence. This augmented intelligence outperforms the work of either human beings or AI software tools on their own.

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AI-powered tools will be the partners that free employees and management to tackle higher-level challenges.

Those challenges will, by default, be more human and social in nature because many rote, repetitive tasks will be automated away. Companies will find that developing fundamental human skills, such as critical thinking and problem solving, within the organization will take on a new importance. These skills can’t be automated and they won’t become process steps for algorithms anytime soon.

In a world where technology change is constant and unpredictable, those organizations that make the fullest use of uniquely human skills will win. These skills will be used in collaboration with both other humans and AI-fueled software and hardware tools. The degree of humanness an organization possesses will become a competitive advantage.

This means that today’s companies must think about hiring, training, and leading differently. Most of today’s corporate training programs focus on imparting specific knowledge that will likely become obsolete over time.

Instead of hiring for portfolios of specific subject knowledge, organizations should instead hire—and train—for more foundational skills, whose value can’t erode away as easily.

Recently, educational consulting firm Hanover Research looked at high-growth occupations identified by the U.S. Bureau of Labor Statistics and determined the core skills required in each of them based on a database that it had developed. The most valuable skills were active listening, speaking, and critical thinking—giving lie to the dismissive term soft skills. They’re not soft; they’re human.

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This doesn’t mean that STEM skills won’t be important in the future. But organizations will find that their most valuable employees are those with both math and social skills.

That’s because technical skills will become more perishable as AI shifts the pace of technology change from linear to exponential. Employees will require constant retraining over time. For example, roughly half of the subject knowledge acquired during the first year of a four-year technical degree, such as computer science, is already outdated by the time students graduate, according to The Future of Jobs, a report from the World Economic Forum (WEF).

The WEF’s report further notes that “65% of children entering primary school today will ultimately end up working in jobs that don’t yet exist.” By contrast, human skills such as interpersonal communication and project management will remain consistent over the years.

For example, organizations already report that they are having difficulty finding people equipped for the Big Data era’s hot job: data scientist. That’s because data scientists need a combination of hard and soft skills. Data scientists can’t just be good programmers and statisticians; they also need to be intuitive and inquisitive and have good communication skills. We don’t expect all these qualities from our engineering graduates, nor from most of our employees.

But we need to start.

From Self-Help to Self-Skills

Even if most schools and employers have yet to see it, employees are starting to understand that their future viability depends on improving their innately human qualities. One of the most popular courses on Coursera, an online learning platform, is called Learning How to Learn. Created by the University of California, San Diego, the course is essentially a master class in human skills: students learn everything from memory techniques to dealing with procrastination and communicating complicated ideas, according to an article in The New York Times.

Although there is a longstanding assumption that social skills are innate, nothing is further from the truth. As the popularity of Learning How to Learn attests, human skills—everything from learning skills to communication skills to empathy—can, and indeed must, be taught.

These human skills are integral for training workers for a workplace where artificial intelligence and automation are part of the daily routine. According to the WEF’s New Vision for Education report, the skills that employees will need in the future fall into three primary categories:

  • Foundational literacies: These core skills needed for the coming age of robotics and AI include understanding the basics of math, science, computing, finance, civics, and culture. While mastery of every topic isn’t required, workers who have a basic comprehension of many different areas will be richly rewarded in the coming economy.
  • Competencies: Developing competencies requires mastering very human skills, such as active listening, critical thinking, problem solving, creativity, communication, and collaboration.
  • Character qualities: Over the next decade, employees will need to master the skills that will help them grasp changing job duties and responsibilities. This means learning the skills that help employees acquire curiosity, initiative, persistence, grit, adaptability, leadership, and social and cultural awareness.

Q118 ft2 image4 usingsoftskills DD Must Ask IoT Questions: How Will You Manage Operator Contracts And Connections?
The good news is that learning human skills is not completely divorced from how work is structured today. Yonatan Zunger, a Google engineer with a background working with AI, argues that there is a considerable need for human skills in the workplace already—especially in the tech world. Many employees are simply unaware that when they are working on complicated software or hardware projects, they are using empathy, strategic problem solving, intuition, and interpersonal communication.

The unconscious deployment of human skills takes place even more frequently when employees climb the corporate ladder into management. “This is closely tied to the deeper difference between junior and senior roles: a junior person’s job is to find answers to questions; a senior person’s job is to find the right questions to ask,” says Zunger.

Human skills will be crucial to navigating the AI-infused workplace. There will be no shortage of need for the right questions to ask.

One of the biggest changes narrow AI tools will bring to the workplace is an evolution in how work is performed. AI-based tools will automate repetitive tasks across a wide swath of industries, which means that the day-to-day work for many white-collar workers will become far more focused on tasks requiring problem solving and critical thinking. These tasks will present challenges centered on interpersonal collaboration, clear communication, and autonomous decision-making—all human skills.

Being More Human Is Hard

However, the human skills that are essential for tomorrow’s AI-ified workplace, such as interpersonal communication, project planning, and conflict management, require a different approach from traditional learning. Often, these skills don’t just require people to learn new facts and techniques; they also call for basic changes in the ways individuals behave on—and off—the job.

Attempting to teach employees how to make behavioral changes has always seemed off-limits to organizations—the province of private therapists, not corporate trainers. But that outlook is changing. As science gains a better understanding of how the human brain works, many behaviors that affect employees on the job are understood to be universal and natural rather than individual (see “Human Skills 101”).

Human Skills 101

As neuroscience has improved our understanding of the brain, human skills have become increasingly quantifiable—and teachable.

Though the term soft skills has managed to hang on in the popular lexicon, our understanding of these human skills has increased to the point where they aren’t soft at all: they are a clearly definable set of skills that are crucial for organizations in the AI era.

Active listening: Paying close attention when receiving information and drawing out more information than received in normal discourse

Critical thinking: Gathering, analyzing, and evaluating issues and information to come to an unbiased conclusion

Problem solving: Finding solutions to problems and understanding the steps used to solve the problem

Decision-making: Weighing the evidence and options at hand to determine a specific course of action

Monitoring: Paying close attention to an issue, topic, or interaction in order to retain information for the future

Coordination: Working with individuals and other groups to achieve common goals

Social perceptiveness: Inferring what others are thinking by observing them

Time management: Budgeting and allocating time for projects and goals and structuring schedules to minimize conflicts and maximize productivity

Creativity: Generating ideas, concepts, or inferences that can be used to create new things

Curiosity: Desiring to learn and understand new or unfamiliar concepts

Imagination: Conceiving and thinking about new ideas, concepts, or images

Storytelling: Building narratives and concepts out of both new and existing ideas

Experimentation: Trying out new ideas, theories, and activities

Ethics: Practicing rules and standards that guide conduct and guarantee rights and fairness

Empathy: Identifying and understanding the emotional states of others

Collaboration: Working with others, coordinating efforts, and sharing resources to accomplish a common project

Resiliency: Withstanding setbacks, avoiding discouragement, and persisting toward a larger goal

Resistance to change, for example, is now known to result from an involuntary chemical reaction in the brain known as the fight-or-flight response, not from a weakness of character. Scientists and psychologists have developed objective ways of identifying these kinds of behaviors and have come up with universally applicable ways for employees to learn how to deal with them.

Organizations that emphasize such individual behavioral traits as active listening, social perceptiveness, and experimentation will have both an easier transition to a workplace that uses AI tools and more success operating in it.

Framing behavioral training in ways that emphasize its practical application at work and in advancing career goals helps employees feel more comfortable confronting behavioral roadblocks without feeling bad about themselves or stigmatized by others. It also helps organizations see the potential ROI of investing in what has traditionally been dismissed as touchy-feely stuff.

Q118 ft2 image3 automation DD Must Ask IoT Questions: How Will You Manage Operator Contracts And Connections?In fact, offering objective means for examining inner behaviors and tools for modifying them is more beneficial than just leaving the job to employees. For example, according to research by psychologist Tasha Eurich, introspection, which is how most of us try to understand our behaviors, can actually be counterproductive.

Human beings are complex creatures. There is generally way too much going on inside our minds to be able to pinpoint the conscious and unconscious behaviors that drive us to act the way we do. We wind up inventing explanations—usually negative—for our behaviors, which can lead to anxiety and depression, according to Eurich’s research.

Structured, objective training can help employees improve their human skills without the negative side effects. At SAP, for example, we offer employees a course on conflict resolution that uses objective research techniques for determining what happens when people get into conflicts. Employees learn about the different conflict styles that researchers have identified and take an assessment to determine their own style of dealing with conflict. Then employees work in teams to discuss their different styles and work together to resolve a specific conflict that one of the group members is currently experiencing.

Q118 ft2 image5 talkingtoAI DD Must Ask IoT Questions: How Will You Manage Operator Contracts And Connections?How Knowing One’s Self Helps the Organization

Courses like this are helpful not just for reducing conflicts between individuals and among teams (and improving organizational productivity); they also contribute to greater self-awareness, which is the basis for enabling people to take fullest advantage of their human skills.

Self-awareness is a powerful tool for improving performance at both the individual and organizational levels. Self-aware people are more confident and creative, make better decisions, build stronger relationships, and communicate more effectively. They are also less likely to lie, cheat, and steal, according to Eurich.

It naturally follows that such people make better employees and are more likely to be promoted. They also make more effective leaders with happier employees, which makes the organization more profitable, according to research by Atuma Okpara and Agwu M. Edwin.

There are two types of self-awareness, writes Eurich. One is having a clear view inside of one’s self: one’s own thoughts, feelings, behaviors, strengths, and weaknesses. The second type is understanding how others view us in terms of these same categories.

Interestingly, while we often assume that those who possess one type of awareness also possess the other, there is no direct correlation between the two. In fact, just 10% to 15% of people have both, according to a survey by Eurich. That means that the vast majority of us must learn one or the other—or both.

Gaining self-awareness is a process that can take many years. But training that gives employees the opportunity to examine their own behaviors against objective standards and gain feedback from expert instructors and peers can help speed up the journey. Just like the conflict management course, there are many ways to do this in a practical context that benefits employees and the organization alike.

For example, SAP also offers courses on building self-confidence, increasing trust with peers, creating connections with others, solving complex problems, and increasing resiliency in the face of difficult situations—all of which increase self-awareness in constructive ways. These human-skills courses are as popular with our employees as the hard-skill courses in new technologies or new programming techniques.

Depending on an organization’s size, budget, and goals, learning programs like these can include small group training, large lectures, online courses, licensing of third-party online content, reimbursement for students to attain certification, and many other models.
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Human Skills Are the Constant

Automation and artificial intelligence will change the workplace in unpredictable ways. One thing we can predict, however, is that human skills will be needed more than ever.

The connection between conflict resolution skills, critical thinking courses, and the rise of AI-aided technology might not be immediately obvious. But these new AI tools are leading us down the path to a much more human workplace.

Employees will interact with their computers through voice conversations and image recognition. Machine learning will find unexpected correlations in massive amounts of data but empathy and creativity will be required for data scientists to figure out the right questions to ask. Interpersonal communication will become even more important as teams coordinate between offices, remote workplaces, and AI aides.

While the future might be filled with artificial intelligence, deep learning, and untold amounts of data, uniquely human capabilities will be the ones that matter. Machines can’t write a symphony, design a building, teach a college course, or manage a department. The future belongs to humans working with machines, and for that, you need human skills. D!


About the Authors

Jenny Dearborn is Chief Learning Officer at SAP.

David Judge is Vice President, SAP Leonardo, at SAP.

Tom Raftery is Global Vice President and Internet of Things Evangelist at SAP.

Neal Ungerleider is a Los Angeles-based technology journalist and consultant.

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New Service Promises Help Winning Government Contracts

Onvia on Tuesday launched On Demand Reports: Winning Proposals, a new service for companies selling to the public sector.

The service provides access to detailed materials associated with a given solicitation, including all submitted proposals, the awarded bid, the final contract, and the agency’s scoring criteria.

Onvia “helps clients succeed in pursuing government contracts,” said Ben Vaught, director of Onvia for Government.

“We equip them with data and tools that cover the processes of searching and screening leads, then qualifying and pursuing opportunities, including integration to their systems and workflows,” he told CRM Buyer. “We also prepare them to plan ahead for future contracts and gain full visibility of market trends, agency profiles, buyer contacts, competitors and channel activity.”

The service “is beyond what’s readily available on the Web or without contacting a government agency directly,” Vaught said.

Clients using Onvia’s full range of products and services “have generated millions of dollars in new revenue and have achieved growth of 30 percent, 70 percent, and up to five to 10 times acceleration in sales to the public sector,” he noted.

The Winning Proposals service comes at two levels, priced at US$ 800 and $ 1,200 per RFP (request for proposal).

Service Highlights

Onvia’s Winning Proposals service performs the following actions:

  • Identifies agency contacts and best practices to ensure the highest potential for success;
  • Identifies relevant agency policies, initiates RFPs under the agency’s defined procedures;
  • Initiates FOIA requests to the targeted agency;
  • Follows up by phone and email in order to obtain the proposal materials and related documents;
  • Determines and properly describes materials needed to fulfill the request;
  • Drafts and submits appeals for redactions or denials;
  • conducts follow-up requests via email and phone; and
  • Collects and delivers materials related to the specific solicitation.

The process begins when a client contacts Onvia for a quote, Vaught said. The time frame depends on the individual government agency.

Companies can get this information on their own under the Freedom of Information Act, but the FOIA process can take five to 10 hours of work and average $ 400 per hour in legal fees. When Onvia initiates the FOIA request, it maintains clients’ anonymity, preventing any negative association among agency buyers.

Potential Client Gains

The Winning Proposals service makes it easier for companies to gain the following advantages:

  • Learn how competitors positioned themselves in the bidding process;
  • Learn what the grading scale of the agency they are approaching was for the bidding process;
  • Remain anonymous throughout the process, thus avoiding blowback; and
  • Revamp their strategy for the next round.

Onvia requests final documents after a contract award has been announced, Vaught said.

“The process of participation in government bids and RFPs is laden with complexity,” said Cindy Zhou, principal analyst at Constellation Research.

“Many of the larger contractors have departments that can process winning bid information and dive into the scoring methodology, but for most small to mid-size companies, the process is a mystery to be unraveled,” she told CMR Buyer.

“This offering by Onvia will help SMBs compete and save them costs, resources, and time,” Zhou said.

Who Will Benefit

Onvia covers business to government (B2G) commerce activity “in more than 250 market segments rolled up into 12 main industry verticals,” Vaught said.

These include technology and telecom, architecture and engineering, construction, professional business services, transportation, education and healthcare.

Users are in sales, marketing, business development, and IT/business intelligence, Vaught said. They range from deal desk teams to executives and senior directors.

The B2G market spends about $ 2 trillion each year on contracts, he noted. Of that amount, $ 1.5 trillion comes from state, local and education government agencies, often referred to as “SLED.”

Another $ 500 billion comes from federal government agencies.

“The opportunity is tremendous, but the market’s fragmented and complex,” Vaught observed. “The most successful companies take a proactive approach to planning ahead, screening leads, pursuing opportunities, and fast-tracking processes.
end enn New Service Promises Help Winning Government Contracts


Richard%20Adhikari New Service Promises Help Winning Government ContractsRichard Adhikari has been an ECT News Network reporter since 2008. His areas of focus include cybersecurity, mobile technologies, CRM, databases, software development, mainframe and mid-range computing, and application development. He has written and edited for numerous publications, including Information Week and Computerworld. He is the author of two books on client/server technology.
Email Richard.

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CRM Buyer

Business Agreements & Contracts – The benefits of Dynamics CRM 365 and SharePoint Integration

Consider a transport company that offers clients delivery services to different addresses and prices that vary based on size, weight, and preferred method of delivery. Or a company that provides IT support services committed to be delivered on predefined schedule.
In both cases there is an agreement or service contract, a document that sets out the different type of goods and services, when and what will be delivered and in what price. The contract document is stored in SharePoint to allow management, operations team, and sales-people, access to view its content, follow approval process, track its version history and movement between one person to another, and add comments related to its content, during the contract term.

Business Process Across CRM and SharePoint Platforms

Although Dynamics CRM and SharePoint are on two different platforms, the synergy between them is highly complementary if a document uploaded from CRM to SharePoint is stored (tagged) with the structured data available in Dynamics CRM. Tagging documents with metadata in a SharePoint document library provides the flexibility to display multiple library views based on the different needs of users. The values stored in the document column can be used to trigger SharePoint workflows. Good example is a workflow that waits till the expiry date of a contract or price agreement, and then it sends an Email to sales team to follow up contact renewal or price review. You can run one automated business process starting with CRM Workflow, which is then taken over by SharePoint Workflow, a process that can repeat itself, from SharePoint to trigger another CRM Workflow, to accomplish all business tasks required to be completed during the lifetime of the document.

Two Step Process to create document & upload to SharePoint with data from CRM

  1. Create Word Template

Create predefined template of invoice, quote, service contract or any other business document, which is populated with data from CRM records.

  1. Run Dynamics PDF-Docs workflow

With Dynamics PDF-Docs users can schedule a workflow to email Word document generated in CRM 2016 and Dynamics 365, as an attachment to an Email. With the release of PDF-Docs version 2, you can now upload the document as PDF or Word format to SharePoint, and tag it with fields from the record in CRM.

(You can download Dynamics PDF from this link)

The workflow has three steps. The first step- “SetWordTemplate” a Word document is generated with fields from the CRM record inserted in the document. The second step “Add Word Template” converts the created Word document to PDF. The last step is to upload to SharePoint. In the Properties of this step, we can select if the document to upload is in Word or PDF format, and we can set up to three columns as a combination of Column Name and Value. The value can be static like “Service Contract” which is an option from available list or dynamic like date, description and any other CRM attribute.

WF upload to SP Business Agreements & Contracts – The benefits of Dynamics CRM 365 and SharePoint Integration

The end result is a document uploaded to SharePoint with the corresponding fields from CRM record associated with this document.

WF upload to SP1 Business Agreements & Contracts – The benefits of Dynamics CRM 365 and SharePoint Integration

There are four obvious benefits to using Dynamics PDF-Docs:

  1. An automated process to upload documents and populate columns with fix and dynamic values from CRM records.
  2. Searching for documents, based on values stored in the column of the list, in this example in the title field, makes it easier to locate a document.
  3. The Expiry Date can be used to trigger a workflow to send an Email or create task, when expiry date is due.
  4. The “Document Type” column can serve to build Views to filter documents based on type.

Download free trial:

http://dynamicsobjects.com/Products/Dynamics-PDF-Docs

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