In today’s rapidly evolving digital landscape, enterprises find themselves at a crucial juncture. While many have made strides in digital adoption, legacy systems, fragmented data, and operational silos often hold them back.

The key to unlocking unparalleled agility and value lies in a strategic transition from a “Siloed” to a “Platform-Centric” operational model. However, this transformation is easier said than done.

This comprehensive guide aims to explore these challenges, offer actionable solutions, and provide a roadmap for what lies ahead.

The roadblock: Fragmented organisational structures

The promise of digital transformation is immense, offering a plethora of advantages. Yet, many enterprises find themselves unable to unlock their full potential. The challenges lie in integrating various elements — people, processes, data, technology, and networks — effectively.

In an evolving digital environment, traditional businesses aspire to match tech giants’ agility and market dominance. However, they often stumble upon a significant obstacle: fragmented organisational frameworks.

These fragmented structures result in isolated data pools, operational inefficiencies, gaps in information, departmental isolation, and complex technological ecosystems. Market research firm IDC has pointed out that such inefficiencies can cost companies a staggering 20-30 per cent of their annual revenue.

These organisational silos primarily emerge from adopting point solutions that are not scalable and suboptimal technology investments. These point solutions hinder organisations from having a holistic view of their operations and require significant time and financial resources for management and collaboration across multiple platforms.

Furthermore, the need for training resources in various tools and distinct support processes to resolve issues adds to the burden on employees and negatively impacts customer experience.

Many organisations are caught in the trap of focusing solely on cost efficiencies, neglecting the transformative power of digital technologies for strategic differentiation through innovation.

Also Read: What facilitates the adoption of digital currencies in Southeast Asia?

As a result, they often opt for incremental changes rather than embracing comprehensive, well-planned digital shifts. While such an approach may yield short-term gains, it fails to secure sustainable cost savings, operational efficiencies, and quicker market entry.

The need for a connected enterprise approach

The root cause of these silos often lies in fragmented strategies that neglect the human element and underestimate the need for modern, integrated systems. So, how can businesses break free from these constraints?

The first step is a fundamental shift in mindset, transitioning from mere digital adoption to becoming a truly digital enterprise. This involves adopting a “Connected Enterprise Approach,” which challenges traditional tech transformations and emphasizes a holistic organisational culture and processes change.

• Evolve into a fully digital-first organisation: The most crucial step in this transformation is to go beyond the limited scope of merely using digital technologies. It’s about evolving into a Fully Digital-First Organisation, where digital capabilities are seamlessly integrated into every aspect of the business, from operations and customer interactions to decision-making and innovation.
• Prioritise human engagement: Success doesn’t solely depend on hiring specific skill sets; it requires fostering digital proficiency across all employees. This involves training and creating an environment where digital dexterity is valued and rewarded.
• Customer-centricity as the ultimate goal: Any automation should enhance customer experience and value; otherwise, it serves little purpose. This means customer needs should be at the forefront of any digital transformation strategy.
• Sustainable resilience over quick wins: This is a continuous journey that demands a digital innovation and collaboration culture rather than merely upgrading existing systems. The focus should be on long-term gains contributing to the organisation’s overall growth and sustainability.

The platform-centric model: A proven strategy

Once the organisational culture has been realigned to embrace digital transformation, the next logical step is to adopt a platform-centric operational model. This approach ensures seamless processes and complete visibility across the organisation, thereby eliminating data silos and enhancing operational efficiency. Platforms offer the flexibility to adapt to changing business needs, maximising the utility of current and future tech investments.

Also Read: Will the new digital banks sound the death knell for traditional banks?

• Unlock efficiencies at scale: Utilise data-driven insights to scale transformation efforts. This involves leveraging analytics and machine learning algorithms to make informed decisions that align with business objectives.
• Amplify human potential: Enhance productivity while maintaining a human-centric approach. This means leveraging technology to eliminate mundane tasks, thereby allowing employees to focus on more complex, value-added activities.
• Harness the power of a connected ecosystem: Minimise operational gaps and maximise customer value through a connected ecosystem approach. This involves integrating various business functions and data sources to create a unified, efficient operational model.

In-depth analysis: The long-term implications

Understanding that technology transformations have become synonymous with progress and innovation is crucial. However, organisations often rush to deploy new technologies without thoroughly assessing their long-term implications. They fail to recognise that implementing new technology without first shifting the culture and mindset is a recipe for failure.

Adopting the platform-based model is the key to creating a connected enterprise that harnesses its digital tools to overcome challenges, rapidly responds to employee and customer needs, and is ripe for competition.

In conclusion, businesses can position themselves for long-term success, ensuring they are well-equipped to navigate the complexities of the modern digital landscape.

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Imagine this: You’re a startup founder, and you’re running on fumes. You’re not alone; many high-performing entrepreneurs are in the same boat. Burnout is a real issue, defined by the World Health Organisation as a syndrome resulting from unmanaged chronic workplace stress.

But what if I told you that neuroscience could offer you a lifeline? Let’s explore how.

The anatomy of burnout

Burnout is more than just exhaustion; it’s a state where your performance flatlines, focus becomes a distant dream, and everything feels like a grind. It’s the antithesis of flow, that magical state where work becomes effortless and productivity soars. Neuroscience tells us that burnout affects both your mind and your brain’s chemistry, disrupting neural pathways crucial for focus and productivity.

Understand the neuroscience of stress to manage burnout

When we experience chronic stress, our bodies release a hormone called cortisol that can negatively affect our cognitive abilities. This can result in impaired memory, decreased attention span, and reduced decision-making abilities. Therefore, it’s important to manage stress levels before burnout occurs. To do this, we can do regular exercise, mindfulness meditation, and maintaining a healthy work-life balance.

The importance of active recovery

Recovery isn’t just about taking a break; it’s about active recovery—activities that rejuvenate your mind and body. Whether it’s an ice bath, yoga, or nature immersion, these activities are good for your soul and your brain.

Incorporate active recovery into your routine

Active recovery is a technique that involves performing low-intensity exercises. It works by improving blood flow and circulation, which helps to reduce inflammation and soreness in muscles, tendons, and joints.

Additionally, it helps to reset your brain by reducing cortisol levels, which is the hormone associated with stress, and promoting the release of endorphins, the “feel-good” hormones that help to improve mood and reduce pain. By doing so, active recovery rejuvenates your body and mind, allowing you to prepare for the next bout of intense work with more energy and focus.

Also Read: 10 essential steps to unlock your neuroscience-backed leadership mindset

The binary lifestyle: On or off

Living a life where you’re either fully on or fully off eliminates what we call the “grey zone”—that unproductive state where you’re neither fully working nor fully resting. Neuroscience supports this binary lifestyle, showing that our brains function best when they’re either fully engaged or fully at rest.

Live a binary lifestyle to optimise brain function

This “grey zone” can hinder our productivity and affect our ability to recover effectively. By eliminating this state, we can optimise the neural pathways in our brain, which allows us to be more productive when we are engaged in tasks and more effective in our recovery when we are resting.

This optimisation of neural pathways can lead to better overall brain function and improved cognitive abilities.

Defining “done”: The neuroscience of reward

Without a clear definition of what constitutes a “win” for the day, you’re setting yourself up for burnout. Neuroscience tells us that achieving defined goals triggers the release of dopamine, a neurotransmitter associated with feelings of reward and satisfaction.

Define what “done” means to trigger dopamine release

When you set clear goals for yourself, it triggers the release of a neurotransmitter called dopamine in your brain. This, in turn, creates a sense of pleasure and satisfaction, making you feel good about yourself and your accomplishments. This feeling of pleasure motivates you to keep working towards your goals, creating a positive cycle of productivity. By setting and achieving clear goals, you not only enhance your productivity but also boost your overall well-being and satisfaction in life.

Final thoughts

Burnout is a looming threat for many startup founders, but understanding the neuroscience behind stress and productivity can offer valuable insights into managing and avoiding it. By applying these neuroscience-backed strategies, you can dodge burnout and keep your startup on the path to success.

Further reading

• Why Zebras Don’t Get Ulcers by Robert M. Sapolsky
• The Upside of Stress by Kelly McGonigal
• Flow: The Psychology of Optimal Experience by Mihaly Csikszentmihalyi

So, the next time you feel burnout creeping in, remember that your brain holds the key to surviving and thriving in the startup world.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic

Join our e27 Telegram group, FB community, or like the e27 Facebook page

Image credit: Canva

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Singapore-based Inteluck, a technology-driven supply chain solution provider, has closed its Series C funding round, securing US$34 million in investment.

Philippines-focused private equity firm Navegar led the round, with participation from existing investor East Ventures.

Inteluck, which operates in the Philippines, Thailand, and Vietnam, will use the funds to expand its regional footprint, deepen its presence, and strengthen its capabilities.

Also Read: Logistics platform Inteluck closes US$15M Series B round for SEA expansion

Founded in 2014 by Kevin Zhang, Singapore-headquartered Inteluck has built a digital B2B platform that provides technology-driven supply chain services to enterprises, spanning full truckload transportation, warehouse management, international freight forwarding, distribution, and customised supply chain solutions.

For enterprises, Inteluck offers a one-stop supply chain solution that provides access to a fleet of over 14,000 delivery trucks available for on-demand booking. Through the platform, enterprises can expand their geographical coverage throughout the supply chain, maintain real-time oversight of shipments, and scale operations flexibly during high-demand periods.

Also read: How the logistics partner can make or break the online shopping experience

Inteluck empowers small to mid-sized truckers by boosting demand for first-to-mid-mile trips, improving fleet utilisation, and facilitating faster payments. It has provided supply chain services to over 300 international and local enterprises across telecommunications, fast-moving consumer goods, manufacturing, e-commerce, and express delivery.

“By providing enterprises (demand) with access to more trucks on a single platform, along with advantages like faster dispatching, improved delivery times, and competitive pricing, we empower them to streamline operations and achieve significant cost savings. Simultaneously, our trucker network (supply) experiences increased utilisation and profitability, creating a mutually beneficial ecosystem for all stakeholders,” said Zhang.

Founded in 2013, Manila-based Navegar invests capital and lends expertise to fast-growing Philippine companies. It has over US$300 million in assets under management, and its portfolio companies include TaskUs, Intellicare, The Bistro Group, Royale Cold Storage, Great Deals E-commerce Corp., and Dali Discount AG.

Also Read: Logistics startup Inteluck raises funding from FutureCap

In January 2022, Inteluck announced the completion of its US$15 million Series B financing round led by Creo Capital, a Hong Kong-based investment firm under New World Group.

The Southeast Asian logistics sector is estimated at US$300 billion and is undergoing a prominent shift, with emerging markets rapidly developing.

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Image Credit: Inteluck.

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Moosa Genetics, an animal genomics and biotechnology startup based in Indonesia, has raised an undisclosed investment in funding led by East Ventures, with participation from unnamed angel investors.

This funding will be allocated to build a laboratory, team, marketing, and Wagyu (one of the most expensive meats in the world) partnership to fulfil the demand for its customers.

Also Read: Biotech is set to push new frontiers in precision oncology therapeutics

Indonesia’s cattle industry is highly fragmented, and roughly 80 per cent is dominated by smallholder farmers, concentrated mostly on the island of Java; East Java province alone accounts for 30 per cent of the country’s cattle population. Smallholder farmers often raise cattle for their savings rather than for the commercial market, which significantly impedes the potential of the domestic meat supply.

Most cattle breeders are also low-skilled farmers with low-input, low-output production systems and face fundamental challenges in expanding their cattle businesses. This includes limited access to finance and capital, the lack of collateral, and a local financial sector that is cautious in providing loans due to the inherent risks.

As a result, domestic production can only satisfy about 40 per cent of Indonesian demand for beef, which leads to the dependency on importing beef, especially from Australia.

Also Read: The role of biotech in taking India from developing to developed

Founded in 2016, Moosa Genetics leverages embryo transfer technology and innovative gene selection techniques like CRISPR (a technology to modify DNA selectively) to improve cattle breeding and beef production. By doing so, Moosa Genetics improves meat yield and quality and, at the same time, also reduces the costs.

“Through our modern animal reproductive and molecular technologies, we enable lower cost and better meat yield and quality, eventually bringing substantial benefits to the industry and consumers,” said Dr Ivan R Sini, Chairman and Co-Founder of Moosa Genetics.

However, Moosa Genetics recognises the complexity of breeding and acknowledges that a single matrix of genetic improvement can not determine the ideal version of local cattle for Indonesia. The widespread expectation of traits such as disease resilience and superior meat marbling must be empirically proven for their economic value.

Also Read: How biotech is changing the global agriculture game for investors

“To tackle that challenge, Moosa Genetics emphasises the importance of collaboration between industry stakeholders, the platform provider, and dedicated researchers to comprehensively assess and measure the magnitude of improvement over the current cattle breeding standards,” added Ivan.
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In an interview with e27, Jonathan Savoir, CEO and Co-Founder of Singapore-based enterprise logistics SaaS company Quincus, explains the three components of Artificial Intelligence (AI) that are being implemented in the logistics and supply chain industry today.

The first component is forecasting which the industry has been actively using in the past few years. Aiming to answer questions such as how to predict supply and demand based on historical trends, this component is helpful particularly when the supply chain goes through restraints, such as during challenging times like the COVID-19 pandemic.

The second component that is heavier on the use of machine learning is the effective use of historical data. There is plenty of documentation works around the supply chain, particularly in customs, and Savoir highlights that the company has begun seeing the use of Generative AI (GenAI) in this sector, though it is still in the early stage.

Last but not least, the component of optimisation, an area that Quincus is focusing heavily on.

“Supply chain before was organised around cost service. For example, how fast can I get goods there with this level of quality of service? [This also includes] the actual cost and the capital that go into it, to invest in getting that service up and running,” he says.

“If you think about the post-COVID-19 supply chain, it is not just about cost anymore. It is about resilience, agility, and also about sustainability. Sustainability has obviously become a hot topic; AI can help in each of those three areas. But in particular around agility and resilience. You can make your supply chain a lot more real-time, more dynamic … which is really how the industry works.”

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Tackling the challenges of AI integration

But when it comes to integrating AI into its operations, businesses in the logistics and supply chain sector face several unique challenges.

It related to the fact that logistics and supply chain is an old industry with plenty of legacy technologies being deployed.

“We see very old technologies such as Excel Sheets and emails … the large part of our supply chain is still organised this way,” Savoir explains.

“The problem is that you have very limited data; it is very asynchronous, not organised. It is also very hard to streamline. That is where things like AI can help us get to the next level by upgrading all of these technologies and then optimise them again, boosting productivity and all of that.”

With an industry of this scale, the “lift and shift” method is just not working, as they need to ensure that the operations can continue to run despite the ongoing transformation.

“We will upgrade, but you must keep the operation running. There is a lot of complexity in there. How do you keep operations running while, at the same time, getting better technologies implemented? That is the biggest challenge,” Savoir says.

“The second is that implementation can often take one to two years before it can be fully deployed. As a consequence of that, you also need to train users who are interacting with the systems; systems and technology changes always require some human change as well. [It also includes] some change management.”

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But the good news is that there is a greater awareness about the need for changes.

“That is probably the best proponent to saying, ‘Okay, what is actually our Northstar?’ Because, often, companies do not particularly have a Northstar when it comes to digital transformation. They want to do something … but they do not really know the strategy around that innovation. So, the recommendation is to really solidify the strategy and take it step by step,” Savoir says.

“Let’s say you have a five-year strategy. What does year one look like? What is the Northstar for that?”

With this growing awareness, Savoir notes that there is plenty of opportunities for startups in the sector–especially when considering the size of the industry.

“Many individuals and companies are still figuring out, ‘Where do I fit in?’ We are still very nascent as an industry to really take advantage of AI, to really take advantage of the more advanced technologies out there, even though that is certainly getting better. This looks much better than five years ago … I think that tells me that there is still quite a bit of space.”

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Image Credit: Quincus

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