Change afoot: Pokémon Go fast-tracks augmented reality uptake

Pokemon Go

You don’t have to be a gamer to know that Pokémon Go has taken the world by storm. You may have caught onto the craze. What is evidently apparent is that augmented reality, on which the game is based, is here is stay.

According to Clint Bertenshaw, apicsAU’s Education and Training Senior Officer, technology is battling two ways forward: virtual reality and augmented reality. He says augmented reality trumps every time over virtual reality because it incorporates the real world, including the workplace.

“Augmented reality will become a game changer for businesses because it will drastically transform the way we do our jobs. Some of its characteristics – including remote support; hands-free training; and the visualisation of pictures, data, text and other information – lend perfectly to the logistics and operations environments.”

apicsAU’s upcoming Symposium, “Navigating your supply chain into the future” is a theme on trend right now as it addresses the elements affecting our supply chains, including technology.

In a recent article “Prepare for the augmented reality workplace: The tech behind Pokémon Go will be in offices sooner than you think,” by Stephen Mercer, UK technology consulting leader at Deloitte, augmented reality could even be responsible for providing employees with instructions on how to respond to real life situations as they happen.

If augmented reality technology in the workplace uptakes as quickly as the Pokémon Go craze, then our workplaces could be completed transformed in the next few years. There will only be one constant. Our workplace culture.

According to John Bradbury, co-founder of The Operations Academy, introducing change as a learning process will mean employees are more likely to embrace change. It boils down to a strong workplace culture. He says a strong workplace culture is characterised by:

  1. Vision/Mission– A commitment to a clearly defined compelling future that is explicitly understood not just by the leadership, but throughout the organisation.
  2. Listening Generously – Learning to listen for the contribution in each other’s speaking as opposed to interpreting from one’s own assessments, opinions and judgments.
  3. Speaking Straight – Speaking honestly in a way that moves the business forward. Making clear and direct requests. Being willing to raise ideas or take positions that may result in conflict when it is a necessary step towards reaching objectives.
  4. Being There For Each Other– Supporting each other’s success. Operating from the point of view that we are all in this together and that any one person cannot ‘win’ at the expense of someone else or the business. Looking for each other’s greatness and providing rigorous support when needed.
  5. Honouring Commitments – Making commitments that move the business forward. Being responsible for our own commitments, holding others accountable for their commitments and supporting those who need assistance to achieve this goal.
  6. Acknowledgment and Appreciation – Each employee commits to be a source of acknowledgment and appreciation for the team; this includes giving, receiving and requesting acknowledgment.
  7. Inclusion – Learning to ask the question: “Who needs to be included in this conversation, decision or project to produce speed, effective action and the required result?”.
  8. Alignment– Maintaining the concern: “Are we addressing this issue, policy or problem with a regard for building alignment?”, as opposed to forcing our view or merely going along with the prevailing view.

Developing this culture requires a long-term commitment from the leadership, focusing on how employees are working, as well as on the systems and tasks required by the business. If this focus is maintained, the culture and business performance will develop hand in hand and augmented reality in the workplace becomes an opportunity rather than a threat.

John Bradbury is presenting at the upcoming Regional Symposium, Navigating your supply chain into the future being held as a one-day event on 25 August in Seven Hills, Sydney – at the heart of Western Sydney’s manufacturing and distribution hub. Further symposiums will take place in Melbourne on 19 October and Perth in November. Register now to receive an early bird discount of over $100.

To become an apicsAU professional member, to register for the symposiums, or for more information, please visit our website or call us on 02 9891 1411.

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10 ways to detect and prevent procurement fraud

BribesProcurement fraud is rising sharply and it may be affecting your entire organisation.  According to the 2015 Kroll Global Fraud Report, 75% of companies experienced a fraud incident in the past year. 81% of companies affected by fraud reported insider perpetrators.

Despite its impact on business, very few people know what it is.  In short, procurement fraud is:

“Inducing any course of action by deceit or other dishonest conduct, involving acts or omissions or the making of false statements, orally or in writing, with the object of obtaining money or other benefit from, or of evading a liability to, the organisation.”

Awareness of this issue is required right across the mid to senior level of the organisation, not exclusively within the procurement department. Which begs the question:

How well does your organisation manage fraud?

Here are ten ways to check your procurement fraud detection and prevention capabilities:

  1. Have you clearly identified procurement fraud indicators/red alerts?
  2. Are you aware of common corruption and fraudulent practices, such as schemes, bribes and kickbacks, false, inflated or duplicative invoices?
  3. Have you adopted techniques for fraud detection, prevention, and evaluation and move from reactive fraud investigation to proactive anticipation, detection, prevention and deterrence of fraud risk?
  4. How well do you deal with collusion among contractors and between contractors and employees,  such as collusive bidding (bid rigging), bid rotation, or bid suppression?
  5. What are your methodologies for detection of collusion?
  6. Are you well aware of fraudulent activities in tenders and contracts such as bid manipulation, unbalanced bidding, leaking of bid data, bid splitting and unjustified Sole Source Awards?
  7. Do you know how to manage a fraud investigation?
  8. Have you developed fraud and corruption control guidelines?
  9. Do you have a fraud prevention policy?
  10. Do you have a framework for a Procurement Code of Conduct?

If you would like to improve your organisation’s knowledge and capabilities in this area, consider a two day course like this one: “Procurement Fraud – “Identification, Detection and Prevention” held at our National office next month.

Dr Pieter Nagel is CEO at apicsAU – Australasia’s Premier Professional Supply Chain Community

With a working career spanning over 30 years in Logistics, Procurement and Supply Chain Management, Dr Nagel commenced his career in his birth country, South Africa. He developed an international reputation as a leader in Supply Chain Strategy and facilitates courses in Procurement Fraud across Asia Pacific.