The entrepreneurship journey may have its challenges, but being a woman only adds to the strength and resilience that is needed to succeed, compared to a man who faces the same journey. One major unseen obstacle for women entrepreneurs is the difficulty in accessing funding and capital compared to their male counterparts.

According to research that focuses on the entrepreneurial challenges faced by Malaysian women entrepreneurs, it has been shown that women-owned businesses receive significantly less venture capital investment and have more challenges securing loans from financial institutions.

Funding challenges for women entrepreneurs

I have heard from friends that women in their careers have to actively seek out alternative funding options, such as crowdfunding platforms, angel investors, or women-focused investment networks during the earlier stages of establishing their businesses, as more confidence and trust are given to men. 

However, it’s safe to say that that ship sailed fairly quickly as more companies and agencies are promoting financial literacy and entrepreneurship education can also empower women to navigate the funding landscape more effectively.

Just as it is with snowflakes and fingerprints, no two experiences are the same. Although some aspects may be mainly similar, there may also be little details in a certain situation that changes the difficulty level of addressing those challenges and how to overcome them.

Also Read: #She27: Celebrating 27 women shaping the future of tech

One of the most significant obstacles is the lack of gender diversity in any male-dominated industry, such as technology, manufacturing, construction and the like. Women entrepreneurs often face gender bias and stereotyping, which can manifest as doubts about their abilities, scepticism about their business ideas, or even discriminatory treatment in the business world.

Not only can gender stereotyping bring a significant negative impact on entrepreneurial success, but it will also make it difficult for women to find mentors and role models who can provide guidance and support. 

Empowering women entrepreneurs

This is exactly the reason why I believe that overcoming this obstacle requires women in their careers to challenge societal expectations and stereotypes, advocate for themselves, and build strong professional networks.

By showcasing their skills, expertise, and successes, women entrepreneurs can challenge biases and change perceptions. Collaborating with other women in business and supporting each other’s ventures can also create a more inclusive and empowering environment.

While I have always been in the human resource field during the majority of my career, I have met other female colleagues and friends that managed to excel in fields that were dominated by men and ended up pushing the business to new heights – they are proven to be strong enough to face the challenges and obstacles that come up.

But it is also mind-blogging to know how underrepresented women are in the industry as well as the number of female executives occupying the board seats, which are just 20 per cent of board seats globally. It also doesn’t help that our education system is so broken that it doesn’t equip us with knowledge in entrepreneurship or leadership.

The same research has also shown that women in careers are juggling multi-roles and face work-family conflict with the burden of heavy household chores and childcare, which can majorly affect one’s career. Balancing work and personal life is an ongoing challenge for women entrepreneurs, particularly due to societal expectations and traditional gender roles.

In fact, with the proper channels and support, the success of women-led businesses plays an important role in the economic development of the country. In 2019, women entrepreneurs contributed 20.6 per cent of total offline and online SME businesses in Malaysia.

Also Read: Breaking gender barriers in the metaverse: Women pioneering emerging tech

And based on a report by the International Finance Corp (IFC), the sales of female e-commerce businesses could potentially add approximately US$280 billion in the Southeast Asian market between 2025 and 2023. 

Hence why I personally believe that everyone (women or men) need to understand that it is essential to delegate tasks, seek support from family and friends, and build a support system that understands and respects their ambitions. Embracing flexibility, both in terms of work hours and work arrangements, can also help women achieve a better work-life balance.

In short, the scenarios that I have observed throughout my career have taught me that some of the biggest challenges that a woman entrepreneur can face are sometimes caused by themselves. It is best to fix this hurdle by facing it by digging deep and identifying the source of those insecurities.

By acknowledging and addressing these unseen obstacles and supporting other women’s businesses and journeys, women in their careers can empower themselves and create a more inclusive and supportive environment for aspiring women entrepreneurs.

Ultimately, being confident in oneself and believing that we are well and capable of achieving our own goals is key to success, regardless of gender.

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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

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Indonesia-based agritech firm Eratani has secured US$2 million in a seed extension round from SBI Ven Capital, Genting Ventures, Orvel Ventures, and Ascend Angels.

This deal brings the total seed funding to US$5.8 million.

The new investment comes about half a year after Eratani raised US$3.8 million from TNB Aura, Trihill Capital, BIG Ventures, and AgFunder.

Eratani CEO Andrew Soeherman said: “We are committed to continuing our work in empowering farmers, increasing efficiencies, and fostering business sustainability within the agricultural sector.”

Also Read: eFishery banks US$200M, targets to engage 1M+ aquaculture ponds by 2025

Established in 2021, Eratani integrates technology into farming operations to improve efficiency, drive sustainability, and foster growth in the country’s agricultural industry. Its solutions comprise farmer funding, supply chain management, crop distribution, and agricultural assistance. The firm claims it supports a network of 20,000 rice farmers across West Java, Central Java, East Java, Banten, and South Sulawesi.

Although it contributes about 13 per cent to the GDP and employs nearly 29 per cent of its workforce, Indonesia’s agricultural sector faces significant inefficiencies. Poor logistics and a surplus of middlemen result in high costs and reduced profit margins for farmers, particularly in rice farming, which involves about 17 million households. Eratani’s innovative solutions aim to streamline this sector, making it more efficient and fair, ensuring farmers directly benefit from their work.

“We firmly believe in the immense potential of Indonesia’s agritech sector, and Eratani is perfectly positioned to capitalize on this,” said Ryosuke Hayashi, Chief Executive Officer of SBI Ven Capital.
“Their holistic approach and innovative solutions are not only streamlining agricultural processes but also creating social impact for farmers,

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Fundraising or preparing your startup for fundraising? Build your investor network, search from 400+ SEA investors on e27, and get connected or get insights regarding fundraising. Try e27 Pro for free today.

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At e27, we are committed to nurturing thought leadership and offering a platform for talented individuals to showcase their expertise and distinct perspectives. Through our Contributor Programme, we provide a channel for passionate voices to contribute to the dynamic conversation surrounding entrepreneurship, technology, and innovation.

We are excited to present our weekly compilation of articles published through our Contributor Programme. This carefully curated collection brings together a rich array of diverse and insightful perspectives from our community, offering a fresh and thought-provoking exploration of emerging trends, industry insights, and cutting-edge ideas.

PS: We are thrilled to announce that we will be hosting an all-exclusive virtual meet for our esteemed contributors this week, with the primary aim of providing a dynamic and interactive platform where you can actively participate, share your valuable experiences, insights, and suggestions, and collectively contribute towards further enhancing the contributor journey. If you would like to be a part of this exciting opportunity, kindly reach out to me for more details and registration.

Singapore, Berlin and Dubai: Unveiling the unique fabric of global startup ecosystems

“The global startup landscape is teeming with opportunities, and with the right combination of ambition, resilience, and strategic decision-making, your startup can thrive and make a difference no matter where you choose to call home.”

Board Member at Edelkapital AG, Co-Founder and CMO at MyHelpBuddy, Duke Tam’s byline explores the distinct characteristics of startup ecosystems in Singapore, Berlin, and Dubai, highlighting the unique fabric that defines each global hub. It delves into the key elements that contribute to their success, including government support, access to capital, talent pool, and cultural factors, while providing valuable insights into the dynamics of these ecosystems and the opportunities they offer for startups and entrepreneurs.

Crypto trends of 2024: My predictions and disruptions

“Embracing the disruptions brought about by artificial intelligence, CBDCs, decentralised governance, and other emerging trends will be essential for individuals and businesses to thrive in an ever-changing world. By leveraging these transformative forces, we can unlock new opportunities, reshape traditional models, and shape a future that is both innovative and inclusive. The crypto industry is poised for continued growth and evolution, and those who adapt and embrace these trends will be at the forefront of this transformative journey.”

Best-Selling Book Author “NFT From Zero to Hero” and Intergovernmental Blockchain Adviser, Anndy Lian’s byline presents predictions and insights into the crypto trends of 2024, offering a glimpse into the potential disruptions and advancements that may shape the industry. It explores emerging technologies, regulatory developments, market trends, and the evolving role of cryptocurrencies.

Exposing the dark secrets of cloud visibility: Is your business at risk?

“Cloud monitoring systems eliminate the need to use new tools for troubleshooting and include interactive workflows, alerts, reports, and more. They improve cloud data flow to provide a better picture of overall traffic flows and can also provide performance metrics. Cloud monitoring systems hold a vast amount of solutions and tools within one platform, making them a good investment.”

Founder of NowSourcing, Brian Wallace’s byline sheds light on the hidden risks and challenges associated with cloud visibility, highlighting potential vulnerabilities that businesses may face. It probes into the importance of having transparent and comprehensive visibility into cloud operations and the potential consequences of limited visibility.

Singapore firm empowers freelancers in Asia to transform passions into profitable ventures

“In today’s competitive hiring landscape, it is crucial to recognise the value of freelancers. Gone are the days of chasing academic qualifications and seeking lifelong employment because traditional norms have shifted. Talented individuals are no longer limited to traditional employment opportunities but are exploring alternative paths like freelancing.”

Engagement Executive at IndSights Research, Syuhada Subuki’s article showcases a Singapore-based firm — CreativesAtWork — that is empowering freelancers in Asia to transform their passions into profitable ventures. It highlights the challenges faced by freelancers in the region and the innovative solutions offered by the firm to support their entrepreneurial journeys.

Breaking barriers: Hidden hurdles faced by women entrepreneurs

“The scenarios that I have observed throughout my career have taught me that some of the biggest challenges that a woman entrepreneur can face are sometimes caused by themselves. It is best to fix this hurdle by facing it by digging deep and identifying the source of those insecurities.”

Founder of VV Consulting Group, Vaishana Vasuthavan’s byline sheds light on the hidden hurdles faced by women entrepreneurs and the barriers they must overcome in their entrepreneurial journeys. It highlights the gender disparities and biases that exist within the startup ecosystem and the unique challenges faced by women in accessing funding, mentorship, and support networks.

Myths vs reality: Remote and hybrid managers report high productivity and trust

“A new survey we conducted reveals how managers of hybrid and remote teams do so with much more ease, enjoyment, and outstanding productivity than other media has us believe.”

CEO of FlexOS, Daan van Rossum’s article challenges common myths surrounding remote and hybrid management, providing insights and data that support the reality of high productivity and trust in these work arrangements. It addresses misconceptions about the effectiveness of remote and hybrid teams, emphasizing the importance of clear communication, trust-building, and effective management strategies.

7 reasons every entrepreneur should be proud of themselves

“But we Founders are unique, aren’t we? We tend to be a little delusional, just the slightest bit illogical. And that’s invaluable. Those who look the longest never leap. Founders look and leap, hoping against all hope that they shall win this battle against gravity. And you know what, sometimes they do.”

Co-Founder and CEO of FlexiBees, Shreya Prakash’s article celebrates the achievements and resilience of entrepreneurs and founders, providing seven compelling reasons why they should take pride in their journey. It highlights the courage to pursue their dreams, the ability to create opportunities, and the impact they make on the economy and society.

Future-proofing businesses and talent through technology

“Lessons from past downturns have taught us that the route to success comes not from brutal cuts but from growth via efficiency. While deep uncertainty remains, Asia as a region has exhibited resilience in the face of this extraordinary shock, providing a multitude of opportunities for companies aspiring to transform, expand, and scale.”

Founder and CEO of Atlas, Rick Hammell’s article explores the concept of future-proofing businesses and talent through the adoption of technology. It highlights the rapid pace of technological advancements and the need for businesses to embrace innovation to stay competitive.

Rethinking wastewater treatment to support Singapore’s ambitious water goals

“With climate change and geopolitical uncertainties, achieving greater water self-sufficiency becomes imperative. The tiny city-state targeting world dominance has been focused on the self-sufficiency of water and has been regarded as a poster child for effective wastewater management over the years.”

Founder and CEO of Hydroleap, Mohammad Sherafatmand’s byline delves into the topic of rethinking wastewater treatment to support Singapore’s ambitious water goals. It highlights the importance of water sustainability and the challenges faced by Singapore in managing its water resources while discussing innovative approaches and technologies being employed to improve wastewater treatment efficiency and reduce water wastage.

Exploring the game-changing role of AI in online courses

“AI has the potential to transform the way we learn online, making it more personalised, interactive, and adaptive to individual needs and learning styles. In this article, we will delve into how AI is going to change many industries, including professional online learning, and the potential benefits and challenges that come with it.”

PR Intern at Byte-Sized AI, Shane Duggan’s article explores the game-changing role of AI in online courses. It discusses how AI technology is revolutionising the education industry by enabling personalized learning experiences, intelligent content delivery, and automated assessments. By leveraging AI in online courses, educators can unlock new possibilities and create more effective and adaptive learning environments for students.

Decoding startup journey: Top 5 challenges entrepreneurs encounter

“Startups must overcome many obstacles in order to succeed, and failing to do so could be disastrous. Therefore, it’s a good idea to enter the ring prepared with a solid understanding of how to handle these issues.”

Founder and CEO at Converco, Moch Akbar Azzihad M’s article decodes the startup journey and highlights the top five challenges faced by entrepreneurs. It examines into the common hurdles and obstacles that startups encounter, such as funding constraints, market competition, talent acquisition, scalability, and maintaining a sustainable business model.

How to embrace optimal efficiency in the future of work

“It is crucial to look into the employees’ experience and performance based on the current technology that buoys the workforce and creates a technical blueprint that can elevate the hybrid work experience for all. Consequently, selecting the right technology partner becomes one of the most critical business decisions you will face to successfully execute your hybrid workplace modernisation.”

Managing Director at Kyndryl (ASEAN), Susan Follis’s byline explores the concept of embracing optimal efficiency in the future of work. It investigates into the evolving landscape of work and highlights the importance of efficiency in maximizing productivity and achieving success.

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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 Pro

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The Voluntary Carbon Markets Integrity Initiative (VCMI) is an international non-profit organisation with a mission to enable high-integrity voluntary carbon markets (VCMs). In case you are not familiar with it, VCM is a concept that allows carbon emitters to offset their emissions by purchasing carbon credits emitted by projects targeted at removing or reducing greenhouse gas from the atmosphere, according to an explanation by the European Energy Exchange (EEX).

In late June, the organisation published a Claims Code of Practice, which will give companies a rulebook to follow for making credible climate claims.

As awareness of the importance of decarbonisation continues to increase among global business players, there is an urgency to have a guide that can help businesses in making their claims. This Claims Code clarifies the complex landscape of VCMs by providing companies with a rulebook for high-integrity voluntary use of carbon credits and associated claims.

“The voluntary carbon market is one tool that can mobilise the much-needed finance to low and middle-income countries towards climate solutions that will accelerate the net-zero transition. It’s not too late to drive progress, and the VCMI Claims Code released today is a welcome step forward,” says Razan Al Mubarak, UN Climate Change High-Level Champion for COP28, during the launch of the initiative.

But what benefits can tech startups get from this initiative, and how can they make use of this opportunity? Raffaella Infanti, Engagement Manager at VCMI, gives e27 all the details in an email interview. The following is an edited excerpt of the interview.

Also Read: The Radical Fund hits first close of US$40M climate tech fund, targets early stage SEA startups

Can you tell us more about the process of developing the Claims Code?

The Claims Code is the culmination of over 12 months of road testing by companies, public consultations, and multi-stakeholder collaboration. The process has been informed by input from leading non-profits, VCMI’s Steering Committee, its high-level decision-making body, as well as guidance from VCMI’s Executive Advisory Group (EAG).

These bodies include experienced VCM voices, such as indigenous and civil society leaders, independent net zero experts, corporate sustainability leads, governments, regulators and academics.

Following the publication of the provisional Claims Code in June 2022, we went through feedback on what was needed to improve. We had over 130 responses to the subsequent consultation, and nearly 70 companies took part in the road test.

The Claims Code will be released in two parts. The first part, published on June 28, is the core Claims Code, an operable claims code that companies will be able to follow and check that they have everything in place in order to make a claim.

Releases after June 28 will build on what is already contained in the Claims Code and will be prepared in consultation with our Stakeholder Forum. These will make the Claims Code more accessible for different types and sizes of organisations by introducing additional claims tiers and an on-ramp.

The Claims Code is part of an evolving process, whereby VCMI must respond to new science, policy, and regulatory requirements – which, since the Claims Code is paving the way for regulation, VCMI supports.

Can you give us more details about the claim process?

The Claims Code has three tiers of claims that companies can make –Silver, Gold, Platinum– each of which recognises investment in GHG emission reductions and removals above and beyond corporate action to meet their science-aligned targets. This work will be supported by additional guidance in November 2023, specifically on the VCMI Measurement, Reporting and Assurance (MRA) framework, additional claim tiers and claim names.

Also Read: Beyond buzzwords: How climate tech startups can create an impact in green recovery

The Claims Code consists of four steps that a company must undertake to make a VCMI Claim:

1. It must first meet VCMI’s Foundational Criteria, which serve as the backbone of an ambitious and robust climate strategy

2. It must then select which VCMI Claim to make Silver, Gold, Platinum

3. To make a claim, the company must select carbon credits which meet stringent quality thresholds in line with the Integrity Council for Voluntary Carbon Markets (ICVCM) Core Carbon Principles (CCPs)

4. Finally, the company must disclose information to support its claim and conduct independent validation and assurance in line with the VCMI MRV and Assurance Framework (to be published in November 2023)

Additional claim options and information will be released in November, and we encourage businesses who may be interested in making a Claim, but who do not think they are able to meet the requirements of Silver to Platinum Claims, to stay posted for further information.

Also Read: The Mills Fabrica aims to transform agrifood, textile industries through its climate tech investments

How can tech startups in various stages and sizes make use of the Claims Code? Is there any specific approach that they should use when using this guideline?

VCMI calls on all organisations to implement the Claims Code to unlock the full potential of high-integrity VCMs. As part of the Claims Code, companies are required to publicly disclose key elements part of transition plan frameworks and globally recognised frameworks such as CDP.

While VCMI does not currently have sector-specific advice on using the Claims Code, we look forward to participation from all organisations, including tech startups, to review their foundational criteria and identify whether they are able to make a claim.

What are the benefits for tech startups in taking part in this initiative?

High-integrity voluntary carbon markets can drive action to accelerate GHG mitigation and channel finance to where it is needed most for national economic, social and climate prosperity.

By adopting the Claims Code, working towards making a Claim and complying with VCMI’s Foundational Criteria, companies across different industries are working towards ensuring climate claims are trustworthy and that their climate strategies, including the use of carbon credits, are being undertaken in a way that provides real benefits to people and nature.

This way, all companies, including tech startups, can help contribute to the global goals of the Paris Agreement by meeting their emissions reduction targets and taking additional mitigation measures.

How do you plan to introduce and promote the Claims Code to the business community?

We will continue to engage with the business community as we further shape and release additional modules to the Claims Code up to November 2023. This will be done in consultation with our Stakeholder Forum, which consists of representatives from business, government, academic/research, and civil society.

Also Read: Meet the 4 SEA startups of PepsiCo’s climate tech accelerator programme

There is a large number of organisations that are already taking part in the Stakeholder Forum and are committed to advancing the mission of the VCMI and the Claims Code.

The work of VCMI also expands on other leading initiatives and guidance in the market, including the ICVCM Core Carbon Principles. VCMI is collaborating with ICVCM to analyse the impacts of corresponding adjustments in the voluntary carbon market.

VCMI and ICVCM work together to consider how correspondingly adjusted carbon credits can be reflected in market guidance to generate coherent, end-to-end rules for the VCM market.

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Image Credit: VCMI

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Forget about the myth of unproductive remote workers. 66 per cent of hybrid and remote managers say productivity has improved since adopting the new working model, and 98 per cent now trust their team to work even on non-office days.

A new survey we conducted reveals how managers of hybrid and remote teams do so with much more ease, enjoyment, and outstanding productivity than other media has us believe.

The survey was conducted through the Pollfish panel of 200 hybrid and remote managers in the USA across all age ranges above 24 years old, seniorities, and industries. The survey ran in June 2023.

Respondents were invited using a double opt-in: they confirmed their interest, created a profile via a verification process, joined the respondent pool, and were invited to take the survey as they fit the targeting criteria.

Here’s what we learned from Myth vs Reality: Remote and Hybrid Managers Report High Productivity and Trust:

• 66 per cent of managers saw increased productivity, and 48.5 per cent said productivity has ‘significantly improved.’ Only two per cent saw a decrease in productivity. Managers said their own productivity has significantly improved (38 per cent) and not decreased (96 per cent)
• 98 per cent say they trust their teams to be productive on non-office days. Only one respondent (out of 200) said they didn’t.
• Contrary to popular belief, 77 per cent of managers find it easy, and 62 per cent find it enjoyable or very enjoyable to manage remote teams.
• Managers report that employee satisfaction and morale (60 per cent) is a major benefit of remote work, alongside a reduction in commute time and stress (54 per cent), improved work-life balance (53 per cent), increased productivity (35 per cent) and an expanded talent pool (30 per cent).
• Asked to return to the office full-time, 15 per cent of employees would consider looking for a new job, and 59 per cent would return if needed. Only 26 per cent would happily return to the office. 

Productivity has significantly improved in hybrid and remote teams

Does the media narrative strike you as overwhelmingly critical of hybrid and remote work? You’re not alone. But contrary to widespread scepticism, the survey findings demonstrate an overwhelmingly positive reality for managers embracing hybrid remote work. 

Also Read: ‘Co-working spaces should introduce new tech tools to cater to hybrid, remote workers’

66 per cent of randomly selected managers experience improved performance levels, of which 48.5 per cent said productivity has ‘significantly improved,’ dismantling the belief that physical presence is essential for optimal productivity. With 31 per cent of managers saying productivity has remained the same, only two per cent saw a decrease in productivity. How’s that for a positive outlook?

Productivity, how effectively an individual accomplishes a task, is highly debated in the context of hybrid and remote working models. The results from this FlexOS survey align with studies by Microsoft and others that productivity doesn’t suffer from distributed work, but many still believe the opposite.

Measuring productivity has always been challenging, often relying on self-reporting or activity-based metrics that may not accurately reflect the desired productivity. This leads to “productivity paranoia” between companies and employees. The fact is, productivity isn’t a real challenge, and companies should embrace this.

Trust in teams is equally high

The survey also reveals high levels of trust in hybrid and remote work environments. 

A remarkable 98 per cent of managers said they’re confident in their teams’ ability to deliver results on non-office days. Wow. This goes directly against the conventional wisdom that remote work breeds doubts about employee productivity. And here’s how it breaks down: 60% said they trust their employees completely, and 37 per cent mostly. 

Managers’ trust is also supported by the fact that only 26 per cent of hybrid and remote managers use time-tracking software, and 36 per cent use productivity-tracking software. Most managers measure productivity by completed work, followed by regular check-ins. 

Ready for more remote work myth-busting? 

Contrary to popular belief, remote work has proved easier and more enjoyable for managers, with most embracing the benefits of flexibility and remote collaboration: 77 per cent find it easy, and 62 per cent find it enjoyable or very enjoyable. 

Remote teams are happier and have a better work-life balance

Asked about the key benefits managers have experienced since switching to a hybrid or remote working model, managers highlight the positive impact on their teams. Six out of 10 managers agree that employee satisfaction and morale have improved. 54 per cent tout the reduction in commuting-related stress, and 53 per cent say improved work-life balance for team members is a key benefit.

Managers also positively highlight the ability to attract and retain top talent (18 per cent) and access to an expanded talent pool with diverse skills (30 per cent). This is even more applicable for fully remote managers, who feel 21 per cent more strongly that they have an extended talent pool. 

This sentiment echoes findings from remote companies like Airbnb that they have become more attractive to more people after moving to a more flexible work model. Airbnb’s CEO Brian Chesky said, “Ultimately, I don’t believe that CEOs can dictate how people work. The market will. The employees will. Flexibility will be the most important benefit after compensation.”

Challenges do exist – and they’re very human

The above doesn’t mean there aren’t challenges for managers. There are. 

Asked what their largest challenges are in hybrid and remote team management, leaders answered universally that distractions at home bug them, especially kids and other family members. 

A lack of face-to-face interactions results in delays and miscommunication. Managers wish there were more opportunities for personal interaction because understanding and managing emotions without face-to-face interaction was mentioned as a challenge. 

In third place of the most common challenges… “wait, you’re breaking up.” Yes, it’s technological or connectivity issues. Managers told us this can be frustrating since they cannot control people’s home internet. We hear you… 

Also Read: Is remote work the answer to tech’s layoffs?

Technology is more important than ever

Speaking of technology: it plays a massive role in managing remote teams. 

The most commonly used technology when managing hybrid and remote teams are video conferencing (88 per cent), collaboration and document sharing platforms like Microsoft Teams (60 per cent), instant messaging tools (46 per cent), time tracking software like Time Doctor (26 per cent), and project management platforms like Monday.com (25 per cent).

Compared to hybrid managers, remote managers are more likely to utilise a dedicated Instant Messaging platform and project management tools but less likely to use time-tracking software. This builds on the previous finding that remote managers feel confident in their team doing the work. 

Companies have used wellness programs (50 per cent), knowledge-sharing initiatives (37 per cent), virtual career development (36 per cent), team-building activities (35 per cent), and dedicated ‘water cooler’ channels (31 per cent) to engage remote employees.

But if you ask remote managers, they really want more training and better technology: one in two managers want to learn more about managing their distributed teams best. A similar amount wants better technology, including project management and collaboration tools. Only 15 per cent of managers said they have all the necessary knowledge and tools.

How about the office then?

Asked to return to the office full-time, 15 per cent of employees would consider looking for a new job, and 59 per cent would return if needed. Only 26 per cent would happily return to the office. 

It’s not that people don’t want to be in an office ever. We often need a space to focus and to collaborate with our colleagues. We don’t want to be in the office constantly; this survey shows that again.

The increased importance of managers

The survey focused on managers because while the media often speaks about companies’ challenges in managing hybrid and remote work, especially CEOs like Elon Musk, solving these problems is up to managers.

 Managers play an increasingly outsized role in organisations because they create social capital and serve as connection points between upper-level leadership and employees. 

Recent Humu research back this up: effective managers are 2.2x more likely to retain top talent, create 78 per cent more psychological safety – the most significant predictor of team effectiveness, and 22 per cent higher employee engagement. 

Let’s conclude

These survey results demand re-evaluating how we think about hybrid and remote work. 

We encourage organisations to embrace remote work’s transformative potential and recognize its inherent benefits to productivity, employee satisfaction, and trust-building.

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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: FlexOS

The post Myths vs reality: Remote and hybrid managers report high productivity and trust appeared first on e27.

It was late 2016, just after the United Nations Climate Change Conference in Marrakech, when I launched Hydroleap to reimagine the way people look at wastewater and the ways to treat it.

The caravan of ideas that had been brimming in my mind and underworks for a while was ready to hit the road. What I had was a vision to drive water sustainability and an intricate understanding of the immense opportunities that technology can create to propel the water treatment industry from its dinosaur-age practices. 

The most exciting part of the first phase of my journey was bringing the lab research at the National University of Singapore into the real world. Since Singapore became an independent republic in 1965, water has been a national priority because of its tiny land mass and lack of freshwater resources. The World Resources Institute ranked the country among the most vulnerable to water stress along with the arid states of Bahrain, Qatar, and Kuwait in 2015. 

With a population of over 5.6 million people and a booming industrial sector, Singapore’s water demand continues to rise. Recycled wastewater can provide for 40 per cent of Singapore’s water demand which is expected to increase to 55 per cent by 2060.

However, with climate change and geopolitical uncertainties, achieving greater water self-sufficiency becomes imperative. The tiny city-state targeting world dominance has been focused on the self-sufficiency of water and has been regarded as a poster child for effective wastewater management over the years. 

Recognising the urgency to secure a sustainable water supply, Singapore has invested heavily in pioneering water management strategies. Further, Singapore’s success in water management has been driven by its commitment to collaborative innovation.

By fostering partnerships between the government, industry stakeholders, and research institutions, the nation has transformed its water landscape. Such alliances facilitate the exchange of expertise, drive technological advancements, and expedite the implementation of novel treatment solutions.

Also Read: Beyond buzzwords: How climate tech startups can create an impact in green recovery

We, too, partnered with the NUS Environmental Research Institute (NERI) at the National University of Singapore (NUS) to develop a low-cost, low-energy electrochemical pre-treatment technology for the desalination of seawater and together were awarded SG $1.7 M by Singapore’s PUB. 

Evidently, one area with immense potential for enhancing water self-sufficiency lies in improving industrial wastewater treatment. 

Harnessing industrial wastewater treatment for self-sufficiency

Singapore’s industrial sector accounts for approximately 60 per cent of the country’s total water demand. Given the significant water usage associated with manufacturing processes, industrial wastewater treatment presents a substantial opportunity for conserving and reclaiming water resources.

One vital chapter to Singapore’s water story is ensuring comprehensive regulatory frameworks as Singapore looks to mitigate water stress and reinforce its position as a regional and global leader in water sustainability and practices. Regular audits, monitoring systems, and stringent enforcement of standards are pushing industries to adopt advanced wastewater treatment practices.

With ambitious goals like boosting its overall water recycling rate to 70 per cent by 2030, the other two key chapters are leveraging technology and reducing the carbon footprint from water treatments.

If we go back in time, conventional industrial wastewater treatment methods have often relied on the extensive use of chemicals and energy, such as coagulants, flocculants, aeration, and disinfectants, to remove contaminants.

While effective, these chemical and energy-intensive processes come with the added cost of operating, purchasing, storage, and handling and, most importantly, pose safety risks. It generates copious amounts of sludge that adds to the environmental burden. If discharged improperly, sludge can contaminate surface water, groundwater, and soil.

It can also cause eutrophication, leading to excessive algae growth and depletion of oxygen levels in the water, which disrupts aquatic ecosystems, leading to fish kills and the degradation of water quality. Toxic substances in the sludge can persist in the environment and accumulate in organisms over time, potentially entering the food chain and posing long-term risks to human and ecological health.

Aeration is a huge part of current existing plants in the secondary treatment, which uses 30-50 per cent of the power consumption of a whole treatment plant. This is exactly why a paradigm shift is needed in the way wastewater is treated. Chemical-free and advanced technologies such as electrooxidation and electrocoagulation allow for a huge advantage in lowering cost and carbon emissions.

Industries from construction to food, manufacturing, cooling towers, and desalination are all looking for ways to become more environmental in how they process the vast amounts of water they rely on for daily operations.

Food and Beverage manufacturing plants are typically large water consumers in Singapore (or even globally), comprising 60 per cent of water intake, followed by cooling towers. Palm Oil Mill Effluent (POME) is another challenge for the water treatment industry in Southeast Asia at present because of the difficulty in purifying a large amount of highly polluted wastewater.

Also Read: Collaboration with corporates plays a crucial role in climate tech startups’ success

There are a lot of success stories of industries benefiting from shifting to advanced electrochemical solutions over conventional technologies. Through our electrocoagulation solution (HL-EC), one of the largest food manufacturers in the Philippines is treating their industrial wastewater effectively by removing up to 98 per cent Total Suspended Solids (TSS), 93 per cent oil & grease (O&G) and 95 per cent phosphate as well as reducing their carbon footprint by nearly 50 per cent. Electrooxidation solution (HL-EO) is helping a huge blue-chip data centre in Singapore to save 70 per cent of its water discharges by reducing and reusing blow-down water.

The water route ahead

Beginning in 2024, Singapore’s national water agency will enforce new recycling requirements for all new projects within water-intensive industries, and more or less the same trend can be seen even in the region.

Moreover, the implementation of NEWater, the world’s first large-scale water reclamation plant, has significantly reduced Singapore’s reliance on external water sources. Similarly, the Deep Tunnel Sewerage System, which is a superhighway for used water management, has revolutionised the space, harnessing it as a resource through energy generation and nutrient recovery.

These successes serve as inspiration for future advancements in industrial wastewater treatment, signalling a path toward complete water independence.

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Startups must overcome many obstacles in order to succeed, and failing to do so could be disastrous. Therefore, it’s a good idea to enter the ring prepared with a solid understanding of how to handle these issues.

In this article, I’ll briefly discuss five potential roadblocks to company growth and offer suggestions for how to successfully overcome them.

Selecting the best Co-Founders

The success of a startup depends critically on the strength of the founding team. Find partners who share your beliefs, abilities, and areas of experience. A balanced team reduces the chance of a single point of failure by bringing multiple opinions to the table.

Find people who will contribute to your startup and who will understand your idea. Usually, it makes sense to make an active attempt to locate these individuals. In general, if you have a strong enough professional network and have worked closely with a variety of people, it would be simpler to do.

In terms of intensity and total amount of time spent together, starting a business with a partner is similar to getting married. To travel on such a voyage with someone you don’t know would be uncomfortable.

Choosing the right employees

Top startup talent is hard to come by and more harder to keep, yet it’s essential. Your success would be heavily influenced by the calibre of your team.

Consider the candidate’s compatibility with your company’s ideals in addition to their skill set. Hire people who share your goal because early team members form your startup culture. For long-term success, creating a successful and cohesive work atmosphere is crucial.

Identifying the product-market fit

One of the simplest ways for a founder of an early-stage firm to fail is to devote a lot of resources to your idea without seeking market input. Although confirming the need for your good or service on the market is difficult, it is necessary if you want to succeed.

Also Read: 7 reasons every entrepreneur should be proud of themselves

Engage prospective clients, get their opinions, and modify your offering accordingly. To identify product-market fit, regular communication and validation tests are crucial. To better serve client demands and raise your chances of success, always improve your product.

Choosing the appropriate market niche

The product-market fit has two components. When they can’t find PMF, most founders concentrate on the first one, which is the product. They refine the MVP (minimal viable product) in an effort to increase the worth of their service.

However, a lot fewer people take the market—the other half of the equation—into account. As a tiny project, it is nearly hard to have an impact on the market, but you can alter it.

Finding the ideal market segment is sometimes disregarded, yet it is essential for startup success. Choose a narrow niche with certain requirements rather than directly competing with established players. Concentrate on a demographic that can benefit from your solution and be reached by efficient means. Make sure your MVS (minimum viable segment) is well-defined.

The cornerstone for future success is establishing recognition in a particular market.

Making a big impact with little money

For a startup to survive, effective financial management is essential. Before reaching product-market fit, closely watch your cash flow and don’t run out of resources. Learn the fundamentals of accounting and keep accurate financial records.

This information is helpful when looking for funding or recruiting co-founders. To help you make well-informed decisions, be aware of your financial demands and integrate them into your business strategy.

In conclusion, companies can overcome considerable obstacles on their way to success by confronting these five issues head-on. To succeed as a startup, it is essential to assemble a strong founding team, hire qualified staff, identify a specialised market, create a product that fits that market, and handle finances wisely.

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Thai startup APX gets ORZON’s backing

APX (Asia Pallet Express), a Thailand-based trucking hub-and-spoke network, raised an undisclosed sum in pre-Series A funding led by ORZON Ventures.

The capital will be used for team expansion, penetrating international markets, and strengthening the logistic platform.

APX provides door-to-door cargo transportation services through its network with modern platforms for LTL (less-than-truckload) and palletised cargo services. It aims to build a connected truck transport network in Thailand and the ASEAN region to improve logistic efficiency while reducing CO2 emissions and the number of trucks needed on the road in the long run.

Antler expands to Malaysia

Singapore-based global VC firm Antler announced a partnership with sovereign wealth fund Khazanah to establish a presence in Malaysia.

The collaboration aims to bolster Khazanah’s Future Malaysia Programme, an initiative under its Dana Impak (Impact Fund) mandate.

Dana Impak supports local entrepreneurs, startups, VCs, and corporate venture programmes through collaborations with domestic and international partners. It plans to invest RM6 billion (US$1.3 billion) over five years in Malaysia.

Under this strategic alliance, Antler from its Kuala Lumpur office will invest in over 30 startups across Malaysia over the next three years, with the inaugural Venture Generation Program to begin in October 2023, and applications are currently open.

1982 Ventures invests in Orderfaz

Orderfaz, an Indonesian fintech startup for social commerce sellers, completed a pre-seed financing led by 1982 Ventures.

The startup will use the money to make new hires across all functions to drive platform development and market expansion. It also plans to develop an omnichannel marketplace to manage orders across Orderfaz and third-party e-commerce platforms such as Shopee, Tokopedia, and TikTok.

Orderfaz is a payment and commerce enablement platform designed to help brands and sellers improve online sales conversion rates in Indonesia’s booming social commerce market. It optimises digital sales and operations while providing sellers with increased sales through social commerce channels, lower transaction fees, and empowering brands to gain greater control over their digital businesses.

East Ventures backs SoLeLands

SoLeLands, an immersive game-based learning platform to support kids’ self-discovery, secured undisclosed funding led by East Ventures.

SMDV also participated.

The Indonesian startup will use the money for capacity building and product development in preparation for the soft launch in Q4 2023.

SoLeLands was founded in 2022 by Jonathan Prathama (CEO) and Adhi Paisoseputra (COO), inspired by the current state of parenting. The duo realised that children in today’s generations are growing up in a technology-driven society. Thus parents should equip their children with the necessary skills and values to thrive and adapt in an ever-changing landscape.

SMU’s LKYGBPC competition to be held in Sept.

Singapore Management University’s (SMU) Institute of Innovation and Entrepreneurship (IIE) unveiled the 55 finalists selected for the Finals Week (known as BLAZE) of the Lee Kuan Yew Global Business Plan Competition (LKYGBPC).

The 55 finalists will showcase their innovations before a panel of judges at the university campus from September 11-15, 2023. The grand finalists stand to win prizes worth S$2.5 (US$1.9) million.

LKYGBPC is one of Asia’s largest university-led bi-annual startup competitions, focussing on deep-tech innovators solving urgent global challenges of the 21st century.

The 11th edition of LKYGBPC received 1,000 submissions from 1,100 universities — including ETH Zurich (Switzerland), Harvard University (US), Imperial College London (UK), and MIT (US) — across 77 countries.

Eratani bags US$2M seed funding

Indonesia-based agritech firm Eratani received US$2 million in a seed extension round of funding from SBI Ven Capital, Genting Ventures, Orvel Ventures, and Ascend Angels.

This deal brings the total seed funding to US$5.8 million.

The new investment comes about half a year after Eratani raised US$3.8 million from TNB Aura, Trihill Capital, BIG Ventures, and AgFunder.

Established in 2021, Eratani integrates technology into farming operations to improve efficiency, drive sustainability, and foster growth in the country’s agricultural industry. Its solutions comprise farmer funding, supply chain management, crop distribution, and agricultural assistance. The firm claims it supports a network of 20,000 rice farmers across West Java, Central Java, East Java, Banten, and South Sulawesi.

KarirLab secures pre-seed funding

Indonesia-based KarirLab secured an undisclosed pre-seed funding round led by Alpha JWC Ventures and M Venture Partners.

The capital will enable KarirLab to accelerate its product development, expand its team, and establish strategic partnerships with leading universities and employers.

The funding will also fuel KarirLab’s platform enhancement, ensuring seamless student and employer experience to cater to the evolving needs of the job market.

KarirLab is an online platform that connects students and campuses with hiring employers.

The US$40M Radical Fund hits first close

The Radical Fund, an early-stage venture capital firm investing in the climate tech sector, secured an undisclosed first close of its US$40 million fund. The firm said it is currently in conversations with family offices, corporates, foundations and institutional investors for its fund.

The fund is backed by regional family offices from the Philippines, Singapore, and Thailand and individual investors from the US and Europe.

It aims to invest in early-stage startups in Southeast Asia (SEA) that are scaling solutions across climate adaptation and mitigation, which it believes will lead to a more resilient SEA.

It targets tech-enabled ventures in the pre-seed, seed, and Pre-Series A stages that are either based in SEA and/or have operations and presence in the region. These startups should deliver scaled commercial returns and climate outcomes to local and regional populations.

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Copyright: dolgachov

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Editorial note: We are republishing some of the best work that the team has done throughout the years. Today, Alamanda Shantika is known as the founder of Binar Academy. We did this interview when she just left Go-Jek.

When Alamanda Shantika joined Go-Jek in 2014, the ride-hailing startup was just beginning its journey. At the time, the only means in which to get their service was through a call centre.

An engineer and a graphic designer by training, Shantika’s job was to build a mobile app that allowed users to contact ojeks (motorbike taxis) for services such as food delivery or personal shopping.

“My mother asked me, ‘Are you sure you want to do this, taking care of ojek drivers?’ and I changed my mind for a while,” she once explained at a startup event. “But Nadiem [Makarim, Go-Jek CEO] immediately persuaded me to change my mind.”

The startup then became a big hit in 2015. It secured unicorn status in 2016 after raising more thanUS $550 million in funding, and branched out into at least eight offices in Jakarta, Jogjakarta, and even Bangalore after the acquisition of Indian companies C42 Engineering, CodeIgnition, and Pianta.

Also Read: Should you take Grab or Gojek? Founders reveal how they scale their business

Last week, Shantika resigned from the company, leaving the public wondering why she decided to leave – and where she was going.

After a short silence, the 27-year-old sat down with e27 to discuss her new role, leadership style, and her passion in helping others succeed.

Here is the edited excerpt of the interview.

What pushed you to leave Go-Jek and start anew?

We can say that it was all because of Go-Jek itself. All the dreams that I have managed to realise now are all thanks to Go-Jek.

When I started with Go-Jek, I did not have dreams as big as I have now, but then I see how Go-Jek has become a role model for Indonesia … People are looking up to Go-Jek, especially at startup events.

It was as if my baby was already born and had started to learn to walk. Now it’s time for me to raise new babies–helping new babies to be born through 1000 Startup.

So what exactly you are going to do in 1000 Startup?

The main idea is to help with the big picture of the programme itself, how to become better, and identify any improvements that we can make.

I will be speaking from the perspective of someone who had built a startup. For example, how does one built an engineering team?

We already have a pool of young talents who are ready to build their own startups. But in the end, they need guidance on the execution. That’s the part that I am going to play.

Also Read: Grab vs Gojek: Whose strategy should you follow?

You have been dubbed by the media as “the mother of ojek drivers” due to your friendly approach in dealing with Go-Jek drivers. You even had a special Whatsapp group to communicate with them. What is your approach to leadership in a team?

One thing that I learned in Go-Jek is that leadership is all about adding value to various people, and also about creating new leaders. Before that, I was far from being in that stage. [It was] only in Go-Jek that I learned the idea that a leader must create new leaders.

This is why I am leaving Go-Jek in order to build another one thousand startups, and to create more leaders than [I would be able to at] Go-Jek.

What is the most valuable lesson you had in Go-Jek, that you are going to implement in your new job?

There are many things that I learned from Nadiem: his fearlessness, his speed. One of Go-Jek’s company values is to be ‘fast and fearless’. He always told us to turn our anxiety into power.

Like when we were about to launch a driver app, everybody was saying, “There’s no way you can give ojek drivers an Android device!”

But our fearlessness enabled us to continue, and it turned out we were capable of it. So when I left Go-Jek, I told everyone that you should remain fearless. There are many issues that we are facing, but you have to be fearless, dare to speak up.

Go-Jek was a turning point in my life.

It turns out that we live not only to make money. It was great to be able to help people, which is why now I want to be able to help more people.

Working in 1000 Startup will be like doubling what I have created in Go-Jek. Go-Jek was able to support the life of 250,000 people; imagine if we can build another one thousand just like that.

Also Read: Developing: Go-Jek and taxi company Blue Bird to announce partnership

So what will happen in 1000 Startup in the next year? What is the greatest challenge the movement is facing?

We have added several new additions in the hackathon stage.

There is also the need to remind participants that they should not be doing it to follow a trend. I always say, “It’s cool to be Nadiem, but it’s never easy.” Are you mentally ready to do this? Being a CEO is more than just paying people’s salaries.

I am also taking an advisory role for a startup in the fashion industry.

I founded my own startup called Pentool Studio, which buids e-commerce websites for local fashion companies. I have always been into fashion, and I want to build a fashion hub where people can gather to design products. I have a manufacturer called Nama Studio, and also a production service called Pijar Imaji Indonesia.

These are all places to train myself, to continue on putting myself in the position of a founder.

There is also this kid named Rio; he sells newspapers at this traffic light in Pondok Indah. I often eat together with him on weekends because I’m single (laughs).

Rio is going to enter junior high school soon, and he told me that he does not want to sell newspapers anymore. So I thought, what can these kids do to support themselves? I thought about creating a library like I did in high school, but what they need now is to make money.

So I initiate this Es Potong Royong programme. We are going to help with branding and social media marketing, and we are going to create a comic series about these street kids’ journey.

We will mentor these kids on how to run the business. It will basically be a social franchise.

I noticed that in your work, you tend to approach the grassroots level communities. There is always an element of social business.

It started from childhood. My father ran a safe house for street kids, and he always brought me to meet with them.

What’s the legacy that you want to leave behind for Indonesian tech startup community? How do you want to be remembered?

I don’t want to be remembered, actually. At least not as a person. I’d rather be remembered by the knowledge I’ve shared.

There is just one legacy that I want to leave behind: In this life, try to live for as many people as possible. Don’t just live for yourself. There are many who need our help.

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This article was first published on October 4, 2016.

Image Credit: Alamanda Shantika

The post Exclusive: She was the mastermind behind the Go-Jek app, now she’s out to help others succeed appeared first on e27.

If there is one takeaway from the last couple of years, it would be that technology has taken a front seat in allowing businesses to define their workplace, one that works for their employees and their brand.

Hybrid working remains a fixture in the workplace. It is no wonder that in the current workplace setting, demands of doing business have evolved, leaving organisations scrambling to cater to the ever-evolving demands inherent in this global transformation. As expectations and demand grow for this new way of getting work done, businesses today face a new reality – to adapt or to risk being left behind in this digital evolution.

As a spin-off of a major tech corporation, we have also encountered the challenge of facilitating a smooth transition for our employees in key areas: work productivity, employee experience, and improved accessibility to technology, given our decision to adopt the hybrid work model permanently.

In our case, the cornerstone of this transition has been the establishment of a people-focused culture that fosters enhanced collaboration—an aspect that is frequently disregarded in traditional workplaces. Yet, this issue is not unique to our organisation, and many organisations across industries grapple with it.

Having witnessed both the opportunities and obstacles brought forth by remote and hybrid work, there are a few key insights that we have gained that can help other organisations frame their hybrid work modernisation strategy.

Dedicated leadership

Fully embracing hybrid work takes time and effort and will not come without challenges. While the integration of technology from big data and cloud to Artificial Intelligence (AI) can play a huge role in supporting businesses in their productivity levels, having clear direction and commitment from the leaders of the organisation is crucial for hybrid work success.

Also Read: Beyond buzzwords: How climate tech startups can create an impact in green recovery

Before anything else, it is crucial that leaders address the underlying reasons for change. They must come together to develop a unified vision for the business, ensuring that their teams are aligned and working together to address the strategic priorities of the organisation. Workplace transformation transcends titles, departments, and in many cases, time zones, making it crucial for leaders to solicit input and help from stakeholders across the organisation.

Leaders should also foster a growth mindset among their people to ensure that they, too, understand the importance of continuous improvement, including their relationship with technology. Employees will need clear direction, unwavering commitment, and continued reassurance from leadership at every stage of the journey.

By remaining relentlessly devoted to transformation efforts, providing ongoing updates and guidance, and engaging employees across your organisation, the leadership team can co-create a sustainable workplace model that evolves as the company grows.

Hybrid work modernisation is an organisation-wide transformation which seeks all hands on deck to establish new processes for the hybrid environment. This endeavour can inspire action, encourage acceptance, and support an organisation in implementing change at a large scale.

Culture must be at the forefront of change

Often overlooked, adaptive culture is one of the factors that empower an organisation in its workplace transformation. When we launched Kyndryl, we built our culture based on trust, which became our way of life.

Even with the physical separation inherent to hybrid work, which can complicate and hinder the full potential of engagement between employees, we hosted Culture Exchange, an online brainstorm that invited employees from around the world to share ideas and feedback on the culture they’d like implemented for our new company.

Using this information, we identified six core principles that serve as building blocks for The Kyndryl Way. These cultural tenets underpin everything we do, from the way we engage with and increase value for customers to how we organise ourselves and work.

 

And as we consider our daily work, we continually seek avenues to reinforce the symbols, behaviours, and systems that strengthen our culture. For example, to help bring the values of “Flat” and “Fast” to life, we’re eliminating processes that prioritise approval over accountability.

Also Read: Towards an inclusive society: Singapore-based startups that are building solutions for people with disabilities

Unless approvals are mandatory, these tools and checks will be permanently removed, from our workplace systems, giving decision-making authority to those who work most closely with customers.

In addition, we opened up platforms where we could share with people our workplace transformation plans and connect with them on their journeys through change. We kept them in the loop of progress within the organisation and created digital collaboration hubs where they could find news, FAQs, best practices, and quick links to application-specific insights and training to support their day-to-day tasks.

There is no doubt that it takes a substantial investment of time and capital to establish an adaptive company culture. However, when elements of inclusive workplace culture are blended into your digital transformation strategy, employees and customers will reap the benefits.

Create the ultimate tech environment

Although technology may seem like the predominant component of any digital transformation, the reality is that employees are the heart of workplace modernisation.

It is crucial to look into the employees’ experience and performance based on the current technology that buoys the workforce and creates a technical blueprint that can elevate the hybrid work experience for all. Consequently, selecting the right technology partner becomes one of the most critical business decisions you will face to successfully execute your hybrid workplace modernisation.

The digital tools provided to employees will significantly impact individual performance, which in turn, can directly influence the success of the business. For Kyndryl, we wanted to deliver a robust suite of collaboration tools that would enable our employees to work and serve customers seamlessly, whether they’re in the office, out in the field, or working from any other location.

It was essential that the devices and applications we chose for our technology stack would make it easy for every individual to contribute to meetings, share ideas with and receive feedback from their teams and others and interact with colleagues, partners, and customers around the world.

We also saw value in shifting from a conventional cybersecurity posture into creating a resilient network that combats persistent cyber threats. As a result of this change, over time, our employees will take on an increasingly important role in the process by actively managing and thwarting attacks, all while improving internal efficiencies — something I would encourage other organisations to consider doing.

Hybrid work modernisation is a journey, not a destination. Businesses must stay informed on employees’ workplace needs and make the right investments in the appropriate tech stack to allow everyone to thrive and truly build and maintain a diverse workforce.

With this approach, I am confident we can embrace the future of work, reimagine what is possible, and create a more resilient and flexible workforce for generations to come.

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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

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